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City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-150,Version:1
AGENDA CAPTION
Receive a report, hold a discussion, and give staff direction regarding the City’s guidelines for public
improvement districts.
City of DentonPage 1 of 1Printed on 4/6/2018
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City of Denton
City Hall
215 E. McKinney Street
Denton, Texas
www.cityofdenton.com
_____________________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT: Economic Development
CM/ DCM/ ACM: Bryan Langley
DATE: April 10, 2018
SUBJECT
Receive a report, hold a discussion, and give staff direction
improvement districts.
EXECUTIVE SUMMARY
Public improvement districts (PIDs) are an economic development tool used to fund public improvements
that benefit a defined area. PIDs can be established on a pay-as-you-go or a debt basis, and many cities
around the state use PIDs to encourage development. Denton has had PID guidelines in place since 2007
and has one PID in place Rayzor Ranch PID Number 1, which was created in 2014. No assessments
have been levied and no bonds have been issued under this PID.
Following direction given in the Jan. 16 work session with Council, staff revised the existing PID
guidelines to exclude PIDs for residential development, include general best practices related to PIDs, and
include options to mitigate risk, maximize benefits, and ensure performance. Economic Development
Partnership Board members expressed concern during the Feb. 14 meeting about the exclusion of all
residential PIDs, and the Board tabled its recommendation until a future meeting to await the outcome of
draft revised guidelines (Exhibit 2)
Next steps are to brief the EDP
meeting. Pending a recommendation for approval from the EDP Board, staff will bring the item to
Council for a vote at a subsequent meeting in April.
BACKGROUND
In 2007, the City Council first approved Public Improvement District Guidelines for Mixed Use or
Residential PIDs. In 2014, the guidelines were amended (Exhibit 3).
On Jan. 10, 2018, the EDP Board received a work session presentation regarding proposed revisions.
Their suggestions and comments from that work session were presented to the City Council in a work
content comments from
its January 10 meeting:
Staff Proposed Change EDP Board Comments
Develop a PID application
Establish an interdepartmental task force to
review PID applications (Economic
Development, Development Services, Legal,
and Finance)
Require a Service and Assessment Plan and
Finance Plan prior to establishment of a PID
Require a developer-funded, City-
administered Fiscal Impact Analysis prior to
the establishment of a PID
Require a minimum home value threshold Development of lower-end housing creates a
burden on the City and DISD
Options: greater than the median City
of Denton home value or median
Denton County home value based on
Use a market-value or current average new
the most recent ACS Census
home value basis for threshold
During the January 16 Council meeting, staff asked for policy guidance on the following:
Does the Council want to use PIDs as a:
1. Tool for commercial development?
2. Tool for residential development?
3. Tool for redevelopment?
4. Tool for new developments?
After discussion of proposed changes, EDP Board comments, and policy guidance on the four options for
PID use, direction was to revise the policy to exclude all residential PIDs but to leave the option
open for commercial PIDs if they showed a demonstrable public benefit. Direction also included requiring
a Service and Assessment Plan and Finance Plan prior to establishment of a PID and requiring a
developer-funded, City-administered Fiscal Impact Analysis prior to the establishment of a PID.
Staff brought
14 for review and a recommendation to Council regarding approval. EDP Board members expressed
concern about the exclusion of all residential PIDs and the Board tabled the recommendation until a future
In the Feb. 16 Friday memo, Councilmembers received an Informal Staff Report regarding the use of
PIDs and other special districts in the neighboring residential developments of Harvest and Canyon Falls.
PRIOR ACTION
February 16, 2018 Informal Staff Report issued regarding the use of PIDs and other special districts in
neighboring residential developments
February 14, 2018 Work Session presented to the Economic Development Partnership Board
January 16, 2018 Work Session presented to City Council
January 10, 2018 Work Session presented to the Economic Development Partnership Board
STRATEGIC PLAN RELATIONSHIP
-oriented road map that will help the City achieve its vision.
The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence;
Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and
Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this
specific City Council agenda item contributes most directly to the following KFA and goal:
Related Key Focus Area: Economic Development
Related Goal: 3.1 Develop targeted policies and incentives to achieve desired
economic growth
EXHIBITS
Exhibit 1 Agenda Information Sheet
Exhibit 2 Draft Revised Guidelines for Public Improvement Districts
Exhibit 3 Current Public Improvement District Guidelines for Mixed-Use or Residential PIDs
Exhibit 4 PID Policy Comparison Chart
Exhibit 5 Presentation
Respectfully submitted:
Caroline Booth
Director of Economic Development
RESOLUTION NO. _______________
A RESOLUTION REPEALING AND REPLACING RESOLUTION 2014-011 AMENDING
GUIDELINES FOR PUBLIC IMPROVEMENT DISTRICTS; AND PROVIDING AN
EFFECTIVE DATE.
WHEREAS, the City Council adopted Resolution 2014-011 on or about April 1, 2014, to
amend existing guidelines for the establishment of public improvement districts, which were
originally put into place on July 24, 2007; and
and collect special assessmen
extraterritorial jurisdiction; and
WHEREAS, the funds from these special assessments can be used to make certain
e to facilitate
economic growth within an area; and
WHEREAS, the City Council finds it to be in the best interest of the citizens of Denton to
provide a more flexible policy to allow a case-by-case determination as to whether specific projects
are financially feasible and serve a public purpose; and
WHEREAS, the City Council wishes to repeal Resolution 2014-011 and adopt this
resolution in order to establish the guidelines as detailed herein in the public interest of the
residents of the City of Denton; NOW THEREFORE,
THE CITY COUNCIL OF THE CITY OF DENTON HEREBY RESOLVES:
SECTION 1. The City Council of the City of Denton, Texas hereby repeals Resolution
2014-011 and replaces it with this resolution.
SECTION 2. The City Council hereby authorizes the adoption of the PID guidelines, which
are attached hereto and made a part hereof by reference.
SECTION 3. The City Council may, from time-to-time consider changes to these
guidelines as will be reflected by their future action.
SECTION 4. This Resolution shall become effective immediately upon its passage and
approval.
PASSED AND APPROVED this the __________ day of _________________, 2018.
_______________________________
CHRIS WATTS, MAYOR
ATTEST:
JENNIFER WALTERS, CITY SECRETARY
BY: __________________________________
APPROVED AS TO LEGAL FORM:
AARON LEAL, CITY ATTORNEY
BY: ___________________________________
EXHIBIT A
Public Improvement District Guidelines
Chapter 372 of the Texas Local Government Code, the Public Improvement District (PID)
Assessment Act ) allows the City of Denton to levy and collect special assessments on
property that is within the City or within the C extraterritorial jurisdiction in order to make
certain improvements to the infrastructure to facilitate economic growth, as authorized by the Act.
The City hereby adopts the procedures and criteria as set out in the Act. Further, the City reserves
the right to consider PID applications on a case-by-case basis as indicated in these guidelines, and
these guidelines do not require the City Council to participate in any particular PID.
Policy Statement: The City Council will not consider requests for the formation of PIDs for the
purpose of residential development. The City Council reserves the option to consider the formation
of PIDs for the purpose of commercial development if the creation of a PID is fiscally feasible and
has demonstrable public benefit.
positive effect (or reduction of negative effects) on the population or community.
Procedure: In addition to the procedures set forth in the Act and in order for the City to determine
if a proposed project is fiscally feasible and has demonstrable public benefit, the developer is
required to fund a fiscal impact analysis in the form as determined by the City. The developer must
prepare and provide a draft service and assessment plan, finance plan, and other relevant project
information to the City to be used in the course of the fiscal impact analysis.
Any requests for PID formation will be subject to an initial review by Economic Development,
Development Services, Legal, Finance, and other relevant City departments. PID requests also will
be presented to the Economic Development Partnership Board, which will review the proposal and
make a recommendation to the City Council.
A development agreement between the City and the developer with a scope covering land
development, including infrastructure, and vertical improvements is required for the formation of
a PID. The agreement also may include, but is not limited to, details regarding assessment cap,
term length, thresholds or performance requirements for debt issuance, etc.
ongoing administration.
City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-299,Version:1
Receive a report, hold a discussion, and give staff direction regarding the potential sale of City property on
Highway 77 adjacent to North Lakes Park.
City of DentonPage 1 of 1Printed on 4/6/2018
powered by Legistar™
City of Denton
City Hall
215 E. McKinney Street
Denton, Texas
www.cityofdenton.com
_____________________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT: Parks and Recreation
CM/ DCM/ ACM: Bryan Langley
DATE: April 10, 2018
SUBJECT
Receive a report, hold a discussion, and give staff direction regarding the potential sale of City property
on Highway 77 adjacent to North Lakes Park.
BACKGROUND
On December 5, 2017, Council received information regarding City owned property located on Hwy 77
and directed staff to explore the potential sale of the property focusing on the frontage.
In 2008, the Parks and Recreation Department (PARD) combined funds with the Police Department to
purchase 20.5961 acres of land located on Hwy 77 from Rayzor Investments under Ordinance 2008-293.
The acquisition amount was $1,345,761 with $961,734 funded through Certificates of Obligation (COs)
and $384,027 from the 2005 CIP for a soccer complex. The purchase contract provided for the allocation
of a 14.7189 acre General Municipal Purpose tract and a 5.8774 acre Municipal Park tract.
The intent of the purchase was to acquire land for the proposed animal care and adoption center. The
14.7189 acre tract met the desired criteria of accessibility and visibility, reasonable proximity to other
public facilities or park like amenities, accessible infrastructure, and conducive site topography for the
animal care facility. It was also ideally situated to allow for the expansion of the northeastern limits of
North Lakes Park and was considered as a potential site for a planned soccer complex.
In 2012, a 4.393 acre lot was carved out of the 14.7189 acre General Municipal Purpose tract and was
platted for the animal services facility. A mutual access easement was installed for future access to the
remaining 10.3259 acres of the property. No longer being considered as a location for the soccer
complex, the remaining acreage was identified as the site for a second dog park. The proposed
construction was in response to numerous requests from the public for a dog park on the north side of the
City and high usage and demand at Wiggly Field in Lake Forest Park. Additionally, a grant funded trail
was recently installed on the General Municipal Purpose tract as part of the Northwest Trail Project that
now connects Evers Park with the McKamy-Evers and North Pointe neighborhoods, the UNT Discovery
Center, and North Lakes Park.
The approximately 10.3 remaining acres of General Municipal Purpose land is zoned Neighborhood
Residential Mixed Use 12 (NRMU-12) mixed use. Within the 10.3 acre tract is a 0.71 section on the
eastern Hwy 77 frontage zoned Neighborhood Residential -2 (NR-2). This section provides a curb cut
opening from Hwy 77 to the tract. Under the current zoning, potential uses include single family
residential, duplexes, restricted multi-family residential, limited retail and office space, parks, churches,
and limited school and day care facilities.
As undeveloped raw land, the 10.3 acres have an estimated value of $898,000
parcel could be sold for as much as an estimated $1,600,000 if additional development efforts are
considered. See Exhibit 5 for detailed possible sale outcomes. The procurement of professional services
could be utilized to initiate and facilitate required changes and property preparation compatible with the
planned use. Estimation of cost for the service and investment in preparing the land would be determined
by the scope of the project.
Factors to consider when evaluating the viability of this property as a potential sale include the
reimbursement of the 2005 bond funds ($384,027) used to purchase the property, compatibility and
desirability with the surrounding usage of land, availability of land within the area, zoning criteria and
requirements, traffic access, and retainage of easements for utility infrastructure and the park trail.
OPTIONS
The City can choose to sell the property in its entirety of 10.3 acres or at a smaller acreage. Three
development scenarios are provided for consideration at 10.3, 6.5 or 5 acres. All scenarios provide a
variation of options allowed by zoning pending the desired outcome of City Council. If City Council
decides to move forward with the sale of all or some of the property, a number of processes could be
utilized to aide in the sale.
Below are three options that outline various ways in which the City could move forward with the sale
property located on Highway 77 adjacent to North Lakes Park.
1. s is-6 months)
Process a RFP
City Council review and approve proposals
No zoning changes or improvements
Estimated fees - $10,000
2. Contract a real-estate broker to help sell the property (12-18 months)
Select broker via RFP
Market raw land to developers
City Council review and approve proposals
Estimated fee - Average of 6% of land sale
3. Contract a broker and perform pre-sale activities (18-24 months)
Contract with an engineering or planning firm to develop a plat
City Council determines development opportunities
Develop a proforma to identify market demand and maximized return
Consider recommendations for site improvements
Investment in improvements ($150,000+ depending on use)
Select a developer via RFP
This step requires a feasibility analysis, market demand and other factors that entail risk
PRIOR ACTION/REVIEW (Council, Boards, Commissions)
Council received a presentation on the Hwy 77 property as part of a G. Roland Vela Soccer Complex
update on December 5, 2017.
STRATEGIC PLAN RELATIONSHIP
-oriented road map that will help the City achieve its vision.
The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence;
Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and
Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this
specific City Council agenda item contributes most directly to the following KFA and goal:
Related Key Focus Area: Safe, Liveable & Family-Friendly Community
Related Goal: 4.4 Provide and support outstanding leisure, cultural, and educational
opportunities
EXHIBITS
Exhibit 1 Agenda Information Sheet
Exhibit 2 Presentation
Exhibit 3 Map
Exhibit 4 Permitted Use Zoning Table
Exhibit 5 Summary of Net Sale Assumptions
Respectfully submitted:
Gary Packan
Parks and Recreation, Director
Prepared by:
Laura Behrens
Parks and Recreation, Assistant Director
Exhibt4
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Agriculture
PP
Livestock
L(7)L(7)
SinglefamilyDwellings
PP
AccessoryDwellingUnits
SUP/L(1)L(1)
AttachedSinglefamilyDwellings
NP
DwellingsaboveBusinesses
NP
Live/WorkUnits
NP
Duplexes
NP
CommunityHomesfortheDisabled
PP
GroupHomes
NSUP
MultifamilyDwellings
NL(4)
FraternityorSororityHouse
NSUP
Dormitory
NSUP
ManufacturedHousingDevelopments
SUPN
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HomeOccupation
PP
SaleofProductsGrownonSite
NN
Hotels
NN
Motels
NN
BedandBreakfast
NL(10)
RetailSalesandService
NL(15)
MovieTheaters
NN
Restaurant
NN
PrivateClub
NN
Bar
NN
DriveThroughFacility
NN
ProfessionalServicesandOffices
NL(14)
QuickVehicleServicing
NN
VehicleRepair
NN
AutoandRVSales
NN
LaundryFacilities
NP
EquestrianFacilities
SUPN
OutdoorRecreation
PSUP
IndoorRecreation
NN
MajorEventEntertainment
NN
CommercialParkingLots
NN
AdministrativeorResearchFacilities
NN
BroadcastingorProductionStudio
NN
SelfServiceStorage
NN
SexuallyOrientedBusiness
NN
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CraftAlcoholProduction
NN
Printing/Publishing
NN
Bakeries
NN
ManufactureofNonOdiferousFoods
NN
FeedLots
NN
FoodProcessing
NN
LightManufacturing
NN
HeavyManufacturing
NN
WholesaleSales
NN
WholesaleNurseries
NN
DistributionCenter/Warehouse,General
NN
Warehouse,Retail
NN
ConstructionMaterialsSales
NN
JunkYardsandAutoWrecking
NN
WreckerServicesandImpoundLots
NN
Kennels
NN
VeterinaryClinics
NN
SanitaryLandfills,CommercialIncineratiors,TransferStations
NN
GasWells
L(27)L(27)
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BasicUtilities
L(25)L(25)
CommunityService
NP
ParksandOpenSpace
PP
Churches
PP
SemiPublicHalls,Clubs,andLodges
SUPL(15)
Business/TradeSchool
NN
AdultorChildDayCare
SUPP
Kindergarten,ElementarySchool
SUPP
MiddleSchool
NP
HighSchool
NN
Colleges
NN
Conference/ConventionCenters
NN
Hospital
NN
ElderlyHousing
NL(13)
MedicalCenters
NN
Cemeteries
NN
Mortuaries
NN
WECS
SUPSUP
WECS
SUPSUP
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MinimumLotArea(squarefeet)
16,0003,500
MaximumDensity
212
MaximumLotCoverage
30%80%
MinimumLandscapedArea
70%20%
MaximumBuildingHeight
40feet65feet
The following define the limitations to zoning uses when the zoning matrix identifies a use as permitted, but limited:
L(1) = Accessory dwelling units are permitted, subject to the following additional criteria:
1. The proposal must conform with the overall maximum lot coverage and setback requirements of the underlying zone.
2. The maximum number of accessory dwelling units shall not exceed one (1) per lot.
3. The maximum gross habitable floor area (GHFA) of the accessory residential structure shall not exceed fifty (50) percent of the GHFA
of the primary residence on the lot, and shall not exceed one thousand (1,000) sq. ft. GHFA unless the lot meets the requirements of
L(1).5.
4. One (1) additional parking space shall be provided that conforms to the off-street parking provisions of this Chapter.
5. The maximum gross habitable floor area (GHFA) of the accessory residential structure shall not exceed fifty (50) percent of the GHFA
of the primary residence on the lot, where the lot size is equal to or greater than ten (10) acres in size. An SUP is not required for such an
accessory residential structure where the lot size is equal to or greater than ten (10) acres.
L(4) = Multi-family is permitted only:
1. With a Specific Use Permit; or
2. As part of a Mixed-Use Development; or
3. As part of a Master Plan Development, Existing; or
4. If the development received zoning approval allowing multi-family use within one (1) year prior to the effective date of Ordinance No.
2005-224; or
5. If allowed by a City Council approved neighborhood (small area) plan.
L(7) = Limited to two (2) animals on parcels one (1) to three (3) acres in size. Additional animals may be added at a rate of one (1) per
each acre over three (3).
L(10) = All restrictions of L(8), but limited to no more than five (5) guest units.
L(13) = Uses are limited to no more than fifty-five thousand (55,000) square feet of gross floor area per lot.
L(14) = Uses are limited to no more than ten thousand (10,000) square feet of gross floor area.
L(15) = Uses are limited to no more than five thousand (5,000) square feet of gross floor area per lot. An SUP is required for additional
square footage for Semi-Public Halls, Clubs and Lodges.
L(25) = If proposed use is within two hundred (200) feet of a residential zone, approval is subject to a Specific Use Permit.
L(27) = Must comply with the provisions of Subchapter 89, Gas Well Drilling and Production.
City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-552,Version:1
AGENDA CAPTION
Receive a report, hold a discussion, and give staff direction regarding the Tree Code policy.
City of DentonPage 1 of 1Printed on 4/6/2018
powered by Legistar™
City of Denton
City Hall
215 E. McKinney Street
Denton, Texas
www.cityofdenton.com
_____________________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT: Department of Development Services
CM: Todd Hileman
DATE: April 10, 2018
SUBJECT
Receive a report, hold a discussion, and give staff direction regarding the Tree Code policy.
BACKGROUND
The existing Tree Code and Tree Fund were established in 2004. In recent years, the City Council has
identified the need to upda
urban forest, the October 2016 State of the Denton Urban Forest report is attached as Exhibit 3.
The process of updating the overall Denton Development Code presents an opportune time to accomplish
this update since the Tree Code overlaps and is interwoven into many other subject areas within the
development code, including, but not limited to landscaping, Environmentally Sensitive Area (ESA)
regulations, parking lot design, and buffering between incompatible land uses.
In order to update to the Tree Code, st
the Tree Code and the Tree Fund. The major com
follows:
Preservation of existing trees/tree canopy
Mitigation for tree removal
Use of the Tree Fund
Landscape standards to improve tree plantings within new development
ESA protection
preservation will be moving forward. Related to this will be considerations regarding tree mitigation and
replacement. The City will also need to determine what uses should be prioritized for the Tree Fund when
mitigation payments are collected for removed trees.
Currently, the Tree Fund may be used for the purchase, planting, and maintenance of trees; for preservation
of existing wooded property; for maintenance of a City-wide tree inventory; and for tree-related public
education and programming. These existing use parameters are limited in scope, and with the Tree Code
update staff would like to establish specific and perhaps broader use goals to guide the future maintenance
and use of the Tree Fund.
new development code. These ESA regulations overlap in scope with tree preservation regulations, and this
relationship must be kept in mind when discussing preservation goals and Tree Code policy. Similarly,
landscaping and new tree planting requirements are separate standards within the development code, but
these requirements are very closely related in scope to tree preservation and mitigation. Staff will be
Code and Landscape Code work hand-in-hand moving forward.
EXHIBITS
1. Agenda Information Sheet
2. Presentation
3. State of the Denton Urban Forest Report, October, 2016
4. National Association of Homebuilders Report: Tree Ordinances: Preserving our Community
Forrest.
Respectfully submitted:
Scott A. McDonald
Director of Development Services
State of the Denton Urban Forest
October 2016
Preservation Tree Services
Texas Trees Foundation
Plan-It Geo
Acknowledgements
The 2016 Denton State of the Preservation Tree Services, Inc. is a Dallas-based, full-service tree care company
Urban Forest Report would that employs sustainable practices for use in tree care, preservation and urban
not have been possible without forestry management. Their Urban Forestry Division provides a wide range of
the support and assistance professional consultation and management services. Clients include residential,
of the following individuals:commercial corporations, local municipalities, and higher education institutions.
Lauren Barker,
Keep Denton Beautiful
Program Manager
(Project Administrator)
Micah Pace
Preservation Tree Service, Inc.
The Mission of the Texas Trees Foundation is to preserve, beautify and expand parks
(Project Lead)
and other public natural green spaces, and to beautify public streets, boulevards
and rights of-way by planting trees and encouraging others to do the same through
Matthew Grubisich, G. Tyler
educational pr grams that focus on the importance of building and protecting the
Wright, Marc Beaudoing,
“urban forest” today and for generations to come. Their vision is shared nationally,
& Taylor Guynes
but efforts and loyalties are focused among communities in North Central Texas.
Texas Trees Foundation
(Eco Team)
Ian Hanou, Jeremy Cantor,
& Patrick Saal
Plan-It Geo
(UTC Team)
Plan-It Geo (PG) is a geospatial consulting and software development company
specializing in innovative solutions for natural resource management. PG of-
urban forest planning, water resources analysis, decision tools, and web-based
software. They are recognized nationally as a trusted source in progressive geo-
spatial analysis and reporting related to urban forestry and green infrastructure.
Report Design
Photos Provided By Keep Denton Beautiful
Halleck Horticultural, LLC
2
City of Denton Staff Contributors
JoEtta Dailey, Watershed Protection Coordinator
Howard Martin, Interim City Manager
Jason Donnell, Parks & Recreation Crew Leader
Jon Fortune, Assistant City Manager
Kevin Babcock, GIS Administrator
Brian Langley, Assistant City Manager
Shannon Brajer, GIS/Engineering Tech
John Cabrales, Assistant City Manager
Vance Kemler, Director of Solid Waste & Recycling
Denton City Council
Jim Mays, Parks & Recreation Superintendent
Chris Watts, Mayor
of Planning and Construction
Kevin Roden, Mayor Pro Tem/District 1
Ron Menguita, Long Range Planning Administrator
Keely Briggs, District 2
Haywood Morgan, Urban Forester
Kathleen Wazny, District 3
John Schubert, Parks & Recreation Superintendent
Joey Hawkins, District 4
Tony Smith, GIS Supervisor
Dalton Gregory, At Large Place 5
Deborah Viera, Environmental Compliance Coordinator
Sara Bagheri, At Large Place 6
Emerson Vorel, Director of Parks & Recreation
Cody Yates, GIS Analyst
Keep Denton Beautiful, Inc.
Board of Directors
Chris Henry, President
Mannix O’Connor, Vice President
Kathy Glasschroeder, Treasurer
Christa Crowe, Secretary
For Questions on the State of the
Lancine Bentley
Denton Urban Forest Report,
Kiersten Dieterle
Please Contact:
Karen McDaniels
Micah Pace – Project Lead
Haywood Morgan
Urban Forestry Specialist
Ali Silva
Preservation Tree Services, Inc.
Sonny Solis
micahp@preservationtree.com
Katharine Wilcox
214.662.6086
Haywood Morgan – City Urban Forester
City of Denton
haywood.morgan@cityofdenton.com
A special thank you to:
940.349.8337
Courtney Blevins, Cross Timbers Regional Urban Forester,
Texas A&M Forest Service (Advisor)
Lauren Barker – Project Administrator
Al Zelaya and the i-Tree Team (Technical Assistance)
Program Manager, Keep Denton Beautiful
Christopher Ament, Nicole Locke, and
lauren.barker@cityofdenton.com
Behnoud Aghapour (Student Interns)
940.349.8739
3
Table of Contents
Acknowledgements 2Energy Savings 30
Preservation Tree Services, Inc. 2Stormwater Management 31
Plan-It Geo, Inc. 2Annual functional values 32
Texas Trees Foundation 2Structural Value of Denton’s Trees 34
Executive Summary 6Structural values 34
Key Findings 8Potential Pest Impacts 35
Introduction 10Discussion 36
Methods 12 The Structure of Denton’s Urban Forest 37
Mapping Land Cover 12 The Function of Denton’s Urban Forest 38
Identifying Possible Planting and Comparing the Denton Urban Forest 39
Unsuitable Areas 13Recommendations 44
Visualizing Urban Tree Canopy Results 14References 47
Appendix I. i-Tree Eco Model and
i-Tree Eco 15 Field Measurements 54
UTC Assessment Results 17Appendix II. Complete UTC Results 60
Urban Tree Canopy Assessment Results 17Appendix III. % of Live Trees in Denton
Citywide Land Cover 17 by Species Origin 72
Citywide Urban Tree Canopy and Possible Appendix IV. Invasive Species of the
Planting Areas (PPA) 19 Denton Urban Forest 73
Land Use 19Appendix V. Relative Tree Effects 74
Parcels 21Appendix VI. General Recommendations
Canopy Change 22 for Air Quality Improvement 75
i-Tree Eco Results 24Appendix VII. Trees and Oxygen Production 76
Denton’s Urban Forest Tree Characteristics 24Appendix VIII. Potential Risk of Pests 77
Relative Tree Age & Size 26Appendix IX. Top Ten Most Important
The Value of Denton’s Urban Forest 27 Species by Percent Population
Pollution Removal 27 and Leaf Area 80
Carbon Sequestration and Storage 28Appendix X. Comparison of Urban Forests 81
4
List of Tables & Figures
Tables
Table 1: Urban Tree Canopy Assessment - 5-Class Land Cover Results 17
Table 2: Urban Tree Canopy and Possible Planting Areas (PPA) 19
Forest Assessment 20
Table 3: Urban Tree Canopy Change Analysis Results:
Years 2008 – 2014 22
Figure 14: UTC by Parcel 21
Table 4: Annual energy savings by energy unit due to
trees near residential buildings. 30
Table 5: Annual savings ($) in residential energy expenditure
during heating and cooling seasons. 30
studies in Texas 42-43
trees experienced natural thinning and a decrease in canopy cover. 23
Figures
Figure 23: Pollution removal (bars) and associated value (points)
plots across City limits.15
Agricultural (right) land use classes. 16
and structural value by pest 35
5
Executive Summary
T he urban forest of Denton plays a crucial role in the livability and sustainability of the city. Denton’s 3.5 million
trees impact everything from economic development to the overall health of the people that live, work, and play
in Denton every day.
A more comprehensive understanding about the urban forest’s structure, function, and associated value can
promote effective policy development, sound management planning, and help set and anticipate future budgetary
requirements. During the summer of 2016 the City of Denton and Keep Denton Beautiful partnered with
Preservation Tree Services, Inc., Texas Trees Foundation, and Plan-It Geo, Inc. to perform the most detailed and
comprehensive study of Denton’s urban forest resource ever completed.
Two state-of the art urban forestry assessments were conducted. Each one independently only tells half the
story, but combined provide the most accurate and detailed urban forest data available. The two assessments
completed were:
1) i-Tree Eco Assessment: i-Tree Eco is one tool in a suite of tools that provides a broad picture of the entire
urban forest, both on public and private property. i-Tree is a state-of-the-art, peer-reviewed software suite from
the USDA Forest Service that can be used to provide an urban and community forestry analysis and environmental
advocacy efforts by quantifying both the structural and environmental services trees provide.
2) Urban Tree Canopy (UTC) Assessment: UTC assessments utilize detailed land cover data derived from
high-resolution aerial imagery to determine a very precise and accurate picture of the extent of the tree
canopy, impervious surfaces, and available planting space, even down to parcel level.
The following (5) recommendations will help protect and promote the Denton urban forest:
Recommendation 1: Utilize assessment results to preserve and promote urban tree canopy, especially
in Undeveloped and Single-family Residential land use classes.
Recommendation 2: Perform further UTC analyses, especially comparing publicly and privately owned
parcels in the Undeveloped land use class.
Recommendation 3: Utilize assessment to help drive policy and management decisions that both
strengthen tree protection during development and professional care annually.
6
6
Recommendation 4: Utilize assessment results to enhance current tree planting initiatives through strategic
tree and planting location selection and through development of public/private partnerships.
Recommendation 5: Utilize trees and other green infrastructure to off-set the urban heat island effect and
reduce impact of stormwater.
The State of the Denton Urban Forest Report provides detailed information to help Denton advance their under-
standing of their urban tree population and provides the framework to make more informed decisions about the
future management of this important community asset. The data provided here lays the ground work for Denton
becoming a more resilient city that is greener, cleaner, and cooler.
7
Key Findings
8
T-
sent a snapshot of both the structural and functional characteristics and values of the city’s urban trees. They are
the general public about the importance of investing in professional planning and management for Denton’s trees.
Denton’s 3,463,000 trees had a structural value of $2.06 billion.
Denton’s trees provided $7.2 million annually in environmental services.
Trees cleaned the air by storing 458,000 tons of carbon valued at $61 million.
Trees provided over 52 thousand tons of Oxygen per year.
Trees provided annual energy savings of $1.6 million annually.
Denton’s average tree canopy was 30%.
46% of Denton’s urban tree canopy was located on undeveloped land.
Within Denton’s ETJ there was an increase in canopy of 2.2% from 2008 to 2014.
14% of the surface area in Denton was covered with impervious surface such as buildings,
cement, roads and parking lots.
44% of the current land area was suitable for future tree planting.
Denton’s most common tree species was Sugarberry, Cedar Elm, Post Oak.
Ton: short ton (U.S.) (2,000 lbs)
Carbon storage: the amount of carbon bound up in the above-ground and below-ground parts of woody vegetation
Carbon sequestration: the removal of carbon dioxide from the air by plants
Carbon storage and carbon sequestration values are calculated based on $133 per ton
Pollution removal value is calculated based on the prices of $1136 per ton (carbon monoxide), $1,671 per ton (ozone), $528 per ton
(nitrogen dioxide), $165 per ton (sulfur dioxide), $8,897 per ton (particulate matter less than 10 microns and greater than 2.5 microns),
$7,1337 per ton (particulate matter less than 2.5 microns)
Energy saving value is calculated based on the prices of $1,14.9 per MWH and $10.15 per MBTU
3
Rainfall Interception is calculated by the price $0.067/ft
Structural value: value based on the physical resource itself (e.g., the cost of having to replace a tree with a similar tree)
Monetary values ($) are reported in US Dollars throughout the report except where noted
For an overview of i-Tree Eco methodology, see Appendix I.
9
Introduction
Introduction
10
L ocated in northern Texas, the City of Denton is the county seat of Denton County. The city straddles both the
-
North Texas in 1890 and Texas Woman’s University in 1901.
The increase in commercial activity, literally carried by the railroad, along with the increase in population associated
with the development of two higher-learning institutions, helped the City of Denton become an important com-
munity in North Texas. Over half a century later, the city saw even more rapid growth with the completion of the
Dallas/Fort Worth International Airport in 1974. As of 2011, Denton was the seventh fastest-growing city in the
country with a population over 100,000.
Subsequently, the city’s infrastructure also grew. Throughout this growth, the City of Denton has sustained a his-
tory of environmental consciousness. Through reforestation and wetland reconstruction efforts in any one of its
26 parks or preserves, such as the 2,900-acre nature preserve known as the Clear Creek Natural Heritage Center,
or through community education programs, such as the city’s Sustainable Schools Program, Denton has prioritized
both the practice and education of sustainable land use and the preservation of open space on behalf of its citizens.
The city strives for effective land management that can reduce development pressure, especially in environmentally
water quality; all characteristics of a thriving, healthy urban community.
and builds upon other important city accomplishments, including:
of this tremendous community asset, and provides relevant management concerns and strategies to enhance the
11
Methods
T he area of interest (AOI) for this urban forest assessment was the city limits of Denton, Texas, located at
2
33°13’01.8”N 97°07’51.1”W. The AOI has an area of 116 mi or 74,492 acres in size. Study area for the Eco study
portion of this project did not include the city’s extraterritorial jurisdiction (ETJ), however the urban tree canopy
(UTC) portion of this study did incorporate the ETJ area in the analysis (Figure 1).
Figure 1: Area of Interest (AOI) for the City of
Denton Urban Forest Ecosystem Assessment
depicting both the city limits (shaded area)
and the extraterritorial jurisdiction (ETJ)
areas of the project
This section also describes the methods through which land cover, urban tree canopy, and possible planting areas
Mapping Land Cover
An essential component of this UTC assessment is the creation of an initial land cover data set. High-resolution
-
laid with LiDAR elevation data (2015) within the city limits. An object-based image analysis (OBIA) software pro-
gram called Feature Analyst (ArcGIS Desktop) was used to classify land cover types through an iterative approach,
analyzing spectral signatures across four bands (blue, green, red, and near-infrared) as well as elevation, texture,
-
12
Urban Tree Canopy
Identifying Possible Planting
Tree cover when viewed
and Unsuitable Areas
and mapped from above
Possible Planting Areas (PPA) for both vegetation and
impervious surfaces were then derived from the Non-
Canopy Vegetation and Impervious land cover classes.
“Unsuitable” areas were incorporated into the data set
to identify where it is not feasible to plant trees. The City
Non-Canopy Vegetation
of Denton provided GIS data delineating these unsuitable
Grass and open space
vegetation
stormwater detention ponds (as shown in Figure 3). Roads
and buildings, also provided by the city, were isolated
-
vegetated possible planting areas (PPA-Veg), impervious
Impervious Surfaces
possible planting areas (PPA-IA), total possible planting
Hard surfaces where
areas (To-PPA), unsuitable impervious (roads and build-
rainfall cannot permeate
unsuitable.
Bare Soil
Not included in
possible planting
areas
Water Bodies
Bodies of water
removed from
total land cover
ponds are considered unsuitable for planting
Figure 2: Five Primary Land Cover Classes
generated from Aerial Imagery-based Analysis
13
Visualizing Urban Tree Canopy Results
Maps showing UTC in this report express relative levels of canopy as a percentage of land area (not including
water). UTC levels are divided into meaningful categories for each of the assessment area boundaries and may vary
slightly depending on the distribution within the target geographies. For parcels, UTC levels are broken up into four
classes: 20% or Less UTC, 21-40% UTC, 41-70% UTC, and Greater than 70% UTC. Figure 4 provides visual exam-
ples of what the varying levels of UTC look like against the aerial imagery, all shown at the same scale of 1:10,000.
Figure 4: Examples of Relative Canopy Coverage by Parcel
14% UTC (low)27% UTC56% UTC82% UTC (high)
information were calculated for a variety of geographic boundaries. These include the ETJ, city limits, census block
groups, land use classes, parcels, voter districts, and zip codes. Outputs include total area (in acres or square feet)
and percentages for each assessment type: UTC, PPA, impervious surfaces, and unsuitable areas. Assessment levels
include the following geographic boundaries:
as land cover and LiDAR data were not available (Figure 5).
districts and potentially to inform the council members and citizens residing in them.
38,000 individual properties, including residential and commercial (Figure 7).
14
Figure 5: Extraterritorial Jurisdic-Figure 6: Census Block Groups Figure 7: Parcel Level Target
tion (black) and the City of within the Denton City LimitGeography (scale = 1:8,000)
Denton (blue) (scale = 1:900,000)(scale = 1:600,000)
i-Tree Eco
study portion of this project were developed by the U.S.
Forest Service, Northeast Research Station (Appendix I).
Using geographical information system (GIS) technology,
275 1/10th-acre circular plots were created and randomly
established within the city limits of Denton encompassing
both public and private property.
within Denton. Land use categories used include: Agricul-
ture, Commercial, Government, Industrial, Infrastructure,
Institution, Parks/Open Space, ROW, Religious, Single-Family
Residential, Multi-Family Residential, and Undeveloped/Va-
cant. For logistical and operational planning, the study area
was geographically divided into quadrants with all 275 study
plots randomly located across all four quadrants (Figure 8).
of orienteering with known lat/long coordinates of plot
centers and aerial imagery for each plot listed in map books
Figure 8. Area of Interest (AOI): City of
for each respective quadrant. Where plots or portions of
Denton displaying the location of 275
plots fell on private property, permission to access private
randomly located 1/10th-acre study plots
properties for plot measurement was obtained prior to
across city limits
data collection.
15
Plot and tree level data were recorded on paper forms and archived following data entry. In addition, study plots
were designed as permanent measurement locations through the use of global positioning system (GPS) units by
recording exact plot center locations, the reference points for all measurements.
Plot centers can be relocated for future measurements using either recorded latitude and longitude values or by
triangulating their positions by using the distance and direction of two reference points measured for each plot
center (except for many plots in Vacant land use where no reference objects were available). Plot centers for
Forested plots and Agricultural plots were exclusively located by latitude and longitude. In addition, a minimum
of two (2) photos were taken of plot center for each plot (Figure 9).
this assessment or visit http://itreetools.org/eco/resources/UFORE%20Methods.pdf.
Figure 9: Examples of study plot center pictures in Single-Family Residential (left), Undeveloped (center),
and Agricultural (right) land use classes. Photo credit Micah Pace, Urban Forester, Preservation Tree Services
16
Assessment Results
T he urban forest of the City of Denton had an estimated 3.5 million trees with a tree cover of 30%. This section
analysis results, which were analyzed across various geographic assessment boundaries. These results, or metrics,
provide a benchmark of the current forest cover and can assist in developing a strategic approach towards identify-
ing future planting areas. Complete UTC assessment results for all target geographies, including maps and graphs
can be found in Appendix II.
Urban Tree Canopy Assessment Results
Citywide Land Cover
In 2016, 30% of Denton was covered by tree canopy, 45% was non-canopy vegetation, and 14% was impervious.
covered by buildings, 3% was covered by roads, 2% was covered by parking lots, and 0.2% was covered by sidewalks,
assessment.
Table 1: Urban Tree Canopy Assessment - 5-Class Land Cover Results
Non- Non-
TreeTree
TotalCanopy Canopy Water Water
CanopyCanopy
Acres(acres)%(acres)%
(acres)%(acres)%
(acres)%
30%45%14%7301%17%
Land cover refers to the physical and biological cover over the surface of the land, including water, vegetation, bare
increase the rate of ground cover change, making sustainable land practices essential to the sustainable manage-
ment of the urban forest. This assessment revealed not only that 14% of all surfaces in Denton are covered with
an impervious material, but that 36% was also covered with ornamental turf/maintained grasses (Figure 11). This
17
Distribution for the City of Denton Urban Forest
Assessment
30%
10%
1%
Tree Canopy
Impervious
Non-Canopy Vegetation
Water
14%
Soil & Dry Vegetation
45%
Figure 11: Land cover percentages for City of Denton
18
Citywide Urban Tree Canopy and Possible Planting Areas (PPA)
While 22,540 acres of Denton were covered by urban tree canopy, making up 30% of the 73,761 total land acres, an
tree canopy (Table 2). This Possible Planting Area (PPA Vegetation) makes up 44% of the city. Non-building and non-
road impervious areas cover 5,418 acres that may also offer additional planting opportunity (PPA Impervious), while
buildings and roads, and soil/dry vegetation.
Table 2: Urban Tree Canopy and Possible Planting Areas (PPA)
*Note: Percentages are based on Land Area
Total Total
PPA PPA PPA PPA Unsuitable Unsuitable
*Land Area UTC Possible Possible
UTC (acres)UTC*UTC*
(acres)%Planting Planting
(acres)%(acres)%(acres)%
(acres)%
30%44%7%52%19%
Land Use
on land use classes. To provide data that advances UTC policy and management, 12 land use classes were
assessed (Figure 12).
The Single-Family Residential and Undeveloped land use classes had the highest individual canopy coverage with
45% and 38%, respectively. These two classes combined constituted 74% of all the UTC in the city, while Indus-
trial, Agricultural, Multi-Family Residential, and Parks/Open Space land use classes only accounted for 22%. The
six other classes, including Commercial and Government property, made up the remaining 5% of UTC coverage
(Figure 13). 46% of total citywide urban tree canopy was located on undeveloped property placing a large
portion of Denton’s urban forest at risk during future develop, especially that portion of UTC located on
privately owned undeveloped parcels.
19
Figure 12: Land Use Categories
for City of Denton Urban Forest
Assessment
Percent Overall UTC by Land Use Class
50%
46%
45%
40%
35%
28%
30%
25%
20%
15%
10%
10%
5%
4%
5%
3%
1%0%1%1%0%
0%
AgricultureGovernmentInfrastructure
Parks & ReligiousMulti-SingleUndeveloped
CommercialIndustrialInstitutional
Open Space
Family Family
ResidentialResidential
Figure 13: Percent Canopy Coverage in Denton by Land Use Class
20
Parcels
The most detailed assessment geography analyzed for this study was the parcel layer. This study calculated UTC
totals and Possible Planting Areas (Vegetation, Impervious, and Total PPA) for each individual property (parcel) with
over 38,000 records (Figure 14). Due to the size of the data set, comprehensive data have been provided to the city
-
Figure 14: UTC by Parcel
In addition to parcel, this report also examines the Urban Tree Canopy (UTC) and Possible Planting Areas (PPA) by
zip codes, census block groups and City Council Districts. More information about these sub groups and maps can
be found in Appendix II.
21
Canopy Change
Denton’s urban tree canopy was not only assessed within the city limits, but also within the city’s 170,938 acres
of ETJ. Canopy change analysis between 2008 and 2014 was completed to better understand the dynamics of the
urban tree cover and urban development (growth). Although similar methods were used for the analysis there was
a difference in available image quality between 2008 and 2014. Data from 2014 were produced using high resolu-
tion LiDAR data collected in 2015. Using LiDAR data in conjunction with aerial imagery helped to increase overall
mapping accuracy for the 2014 data set.
Canopy cover in 2008 equaled 34,810 acres, comprising 20.4% of the city and ETJ. Canopy cover in 2014, totaled
38,561 acres, comprising 22.6% of the city and ETJ. This means that the UTC in the city and ETJ increased by 3,751
acres or 2.2% in the six years between 2008 and 2014 (Table 3).
Table 3: Urban Tree Canopy Change Analysis Results: Years 2008 – 2014
UTC Area Percent
TotalUTC 2008 UTC Area UTC 2014
2008Change
Acres%2014 (acres)%
(acres)2008-2014
20.4%22.6%2.2%
Despite the overall marginal gain in canopy cover between 2008 and 2014, there were many areas within the city
and ETJ that experienced loss in canopy cover. Some of the loss was clearly attributed to development, such as the
northern expansion of the Denton airport runway (Figure 15), while other canopy loss may be related to natural
tree loss from prolonged drought stress (Figure 16).
Figure 15: Extension of the runway on the north side of the Denton Enterprise Airport led to major tree
and canopy loss between 2008 (left) and 2014 (right)
22
Figure 16: A prolonged drought period in much of Texas during the early 2010’s caused the water level
experienced natural thinning and a decrease in canopy cover
In other areas of the city, recent growth and development of previously agricultural land actually led to an increase
Figure 17 shows the growth of recently planted trees in the past six years, as well as the addition of new trees at
the educational facilities to the west.
Figure 17: Growth and development of undeveloped lands led to increased canopy cover from
2008 (left) to 2014 (right)
Finally, the canopy cover also increased between 2008 and 2014 as a result of natural growth and maturation of
trees. Figure 18, below, illustrates how trees that were planted in newly developed neighborhoods in 2008 grew
and expanded their canopy coverage over the 6-year analysis period.
23
Figure 18: Maturation of newly planted trees led to increased canopy cover from 2008 (left) to 2014 (right)
It is important to note that there were slight inaccuracies and differentiations in data quality between the 2008 and
the 2014 canopy mapping. While accuracy assessments for both years of mapping revealed over 97% accuracy for
-
ping lacked the extra detail provided by the LiDAR elevation data. Canopy mapping in 2014 showed a slight overes-
timation due to subtle shifts between the 2014 NAIP aerial imagery and the 2015 LiDAR data. In future studies, it is
recommended that data be derived from sources collected concurrently.
i-Tree Eco Results
Denton’s Urban Forest Tree Characteristics
While the UTC assessment focused on the overall canopy cover for the city using LIDAR data and high resolution
better understand the species, size, health and overall composition of Denton’s urban forest.
Urban forests by nature have a higher tree diversity than surrounding native landscapes, often with a mix of native
and exotic tree species. The level of species diversity can have major implications on resource management.
disease. However, it can also pose risk to native plants if some of the exotic species are invasive plants that poten-
tially out-compete and displace more desirable native species. In Denton, about 96% of the trees are species that
are both native to North America and the State of Texas. Species exotic to North America make up only 5% of
the total population, an indicator of the overall good health of Denton’s urban forest (Appendix III).
The three most common species in Denton were sugarberry (Celtis laevigata) (21.2%), cedar elm (Ulmus crassifolia)
(18.3%), and post oak (Quercus stellata) (8.7%) (Figure 19). Sugarberry, while highly valuable for wildlife and water
quality in native wetland/riparian areas, are not the most sustainable choice for an urban area due to their short
life spans and tendency to be weak-wooded. Cedar elms and post oaks were the second and third most common
species citywide, however, their respective levels of importance varied by land use (Figures 20 and 21). These two
valuable native trees were primarily located in Undeveloped, Single-Family Residential, and Multi-Family Residential
to the future Denton urban forest canopy.
24
Sugarberry
Sugarberry
% of Total Tree Population for Top 10 Species
Cedar Elm
Cedar Elm
18%
21%
Post Oak
Post Oak
1%
3%
Honey Locust
Honeylocust
4%
Honey Mesquite
Honey Mesquite
5%18%
6%
American Elm
American Elm
7%
9%
Eastern Red Cedar
Eastern Red Cedar
8%
Green Ash
Green Ash
Shumard Oak
Shuard Oak
Boxelder
Boxelder
Figure 19: Tree species composition
Other Species
Other Species
in the City of Denton
% of Post Oaks by Land Use Class
% of Post Oaks by Land Use Class
8%
11%
Figure 20: Percentage of Post Oaks by
Land Use Class in the City of Denton
6%
9%
Single-family ResidentialUndeveloped
Undeveloped
InstitutionalMulti-family Residential
% of Cedar Elms by Land Use Class
12%
20%
Figure 21: Percentage of Cedar Elms
3%
by Land Use Class in the City of
Denton
36%
17%
27%
AgriculturalInstitutional
Parks & Open Space
AgrictultureParks & Open Space
Undeveloped
Multi-family ResidentialSingle-family ResidentialUndeveloped
25
Relative Tree Age and Size
The size of Denton’s trees can be a good prediction for future trends in the structure and composition of the
an urban setting can be limited. In addition, trees will only grow to the size that current environmental conditions
will allow. This study revealed that of all of Denton’s trees, 58% had a diameter less than 6 inches (Figure 22). The
relative size/age of trees in a community, combined with other observable species trends, enables more informed
management and planning for future planting projects. For example, of the 58% of the tree population that had less
than 6-inches in trunk diameter, approximately 42% were species that will attain a relatively large size at maturity if
properly protected and cared for.
35.0
30.4
30.0
27.6
25.0
21.0
20.0
15.0
9.010.0
4.6
5.0
2.81.11.61.00.30.20.30.1
0.0
0 - 33 - 66 - 99 - 1212 - 1515 - 1818 - 2121 - 2424 - 2727 - 3030 - 3336 - 39162 - 165
Diameter Class at Breast Height (4.5’)
Figure 22: Percentage of Denton tree population by diameter class (DBH=stem diameter at 4.5 feet)
Invasive plant species are often characterized by their vigor, ability to adapt, reproductive capacity, and general lack
of natural enemies. These abilities enable them to displace native plants and make them a threat to natural areas.
list. These invasive species comprise 0.7% of the tree population, and thus may only have a minimal level of impact.
These three invasive species were chinaberry (Melia azedarach) (0.3% of the population), Chinese pistache (Pistacia
chinensis) (0.3% of population), and tallow tree (Triadica sebifera) (0.1%) (see Appendix IV for details of invasive spe-
cies).
26
The Value of Denton’s Urban Forest
Pollution Removal
Poor air quality is a common problem in many urban areas. It can lead to decreased human health, damage to land-
scape materials and ecosystem processes, and reduced visibility. The urban forest can help improve air quality by
reducing air temperature, directly removing pollutants from the air, and reducing energy consumption in buildings,
which consequently reduces air pollutant emissions from the power plants. Trees also emit volatile organic com-
pounds that can contribute to ozone formation. However, integrative studies have revealed that an increase in tree
cover leads to reduced ozone formation.
pollution and weather data. Pollution removal was greatest for ozone. It is estimated that trees remove 404.86 tons
of air pollutants (ozone, carbon monoxide, nitrogen dioxide), particulate matter less than 2.5 microns, and sulfur
dioxide per year with an associated valued of $759,000 (Figure 23). See Appendices I and V for more details.
Pollution Removal (lbs) and Value ($) by Pollutant Type
700,000600,000
(694,757 lbs)
600,000
$508,438
500,000
5 00,000
400,000
400,000
300,000
300,000
$236,970
200,000
200,000
100,000
100,000
(58,358 lbs)
(42,015 lbs)
(11,251 lbs)
(3,337 lbs)
$8,261
$5,675
$132
CON00PMS0
23 2.5 2
Removal (lbs)Value ($)
Figure 23: Pollution removal (bars) and associated value (leaf icons) for trees in Denton
27
In 2016, trees within the City of Denton emitted an estimated 441.9 tons of volatile organic compounds (VOCs)
(388.7 tons of isoprene and 53.2 tons of monoterpenes). Emissions vary among species based on species charac-
teristics (e.g. some genera such as oaks are high isoprene emitters) and amount of leaf biomass. 59% of the urban
forest’s VOC emissions (precursor chemicals to ozone formation) were from post oak and Shumard oak. We
mention this because it is a fact that trees do produce these VOC, but it’s important to remember the numerous
studies that have shown that increasing tree cover in an area can actually reduce ozone levels. “Vegetation can
absorb as much as 20% of the global atmospheric ozone production, so the potential impact on air quality is sub-
stantial,” says Dr. Emberson, a senior lecturer in the Environment Department at the University of York and
director of SEI’s York Center. For general recommendations on improving air quality see Appendix VI. A table
displaying the Top Oxygen Producing Species is available in Appendix VII.
Carbon Sequestration and Storage
Climate change is an issue of global concern. Urban trees can help mitigate climate change by sequestering atmo-
spheric carbon (from carbon dioxide) in tissue and by altering energy use in buildings, and consequently altering
carbon dioxide emissions from fossil-fuel based power plants.
Gross Carbon Sequestration Amount (tons) and Value ($)
$700,0006,000
$586,307
5,000
$600,000
$550,867
4,000
$500,000
3,000
$400,000
Value ($)
$362,456
Carbon (tons)
2,000
$300,000
$239,929
$182,711
$166,319
1,000
$135,723$129,093
$200,000
$110,606
$0
Cedar
Post OakSugarberryPecanShumardAmericanHoneyHoneyGreen
Elm
OakElmMesquite
LocustAsh
Carbon Removal (tons/yr)Value
Figure 24: Carbon sequestration/value for species with greatest overall carbon sequestration in Denton
28
Trees reduce the amount of carbon in the atmosphere by sequestering carbon in new growth every year. The
amount of carbon annually sequestered is increased with the size and health of the trees. The gross sequestration
of City of Denton trees is about 23,000 tons of carbon per year with an associated value of $3.06 million. Net car-
bon sequestration in the urban forest is about 19,795 tons (Figure 24). Carbon storage and carbon sequestration
values are calculated based on $133 per ton (see Appendices I and V for more details).
As trees grow they store more carbon as incorporated wood. As trees die and decay, they release much of the
stored carbon back to the atmosphere. Thus, carbon storage is an indication of the amount of carbon that can be
lost if trees are allowed to die and decompose. Trees in the City of Denton are estimated to store 458,000 tons
of carbon ($61 million) (Figure 25). Of the species sampled, post oak stores and sequesters the most carbon
(approximately 23.5% of the total carbon stored and 19.2% of all sequestered carbon) though it is only the third
most populous species with approximately 9% of all trees.
Carbon Storage Amount (tons) and Value ($)
$16,000,000120,000
$14,327,470
$14,000,000
100,000
$13,000,000
80,000
$10,000,000
$8,162,432
$7,299,074
60,000
$8,000,000
$6,668,285
$6,000,000
40,000
$3,344,926
$3,238,672
$4,000,000
$2,180,768
20,000
$1,913,117
$1,524,183
$2,000,000
$1,503,437
Cedar
Post OakAmericanHoneyEasternEastern
PecanSugarberryShumardGreen
Elm
ElmMesquiteCotton-Red Cedar
OakAsh
wood
Carbon Removal (tons)Value ($)
Figure 25: Carbon storage/value for species with greatest overall carbon storage in Denton
29
Energy Savings
Trees affect energy consumption by shading buildings, providing evaporative cooling, and blocking winter winds.
Trees tend to reduce building energy consumption in the summer months and can either increase or decrease
building energy use in the winter months, depending on the location of trees around the building. Estimates of
residential buildings.
Trees in the City of Denton are estimated to reduce energy-related costs from residential buildings by $1.6 million
annually. Trees also provide an additional $452,000 in value by reducing the amount of carbon released by fossil-fuel
based power plants (a reduction of 3,400 tons of carbon emissions annually) (Tables 4 and 5).
Table 4: Annual energy savings by energy unit due to trees near residential buildings
Note: negative numbers indicate an increased energy use or carbon emission
CoolingTotal
a
MBTU
b
Carbon avoided (t³)
aMBTU = one million British Thermal Units
bMWH = megawatt-hour
Table 5: Annual savings ($) in residential energy expenditure during heating and cooling seasons.
Note: negative numbers indicate a cost due to increased energy use or carbon emission
CoolingTotal
b
MBTU
c
d
Carbon avoided
Totals
bBased on the prices of $111.59 per MWH and $10.81 per MBTU (see Appendix I for more details)
cMBTU = one million British Thermal Units
cMWH = megawatt-hour
dCarbon avoided value is based on $133.05 per ton
30
Stormwater Management
The Federal Clean Water Act regulates municipal stormwater discharge that enters public water sources.
Municipal governments are required to outline and submit Best Management Practices for avoiding and reducing
pollutant discharge. Fortunately, municipal trees aid in reducing stormwater runoff by intercepting and storing
rainfall on their leaves and branches. Reducing the volume of runoff during a storm event helps to minimize both
-
water management in three key ways:
1. Reducing the overall volume of water entering the storm system by leaf and branch absorption.
2. Increased soil health and structure due to the process of root growth and decomposition, thus increasing water
3. Reduction of rainfall velocity and the soil impact rate of raindrops through tree canopy interception which
reduces soil erosion potential and surface transport rates of water.
3
Amount of (ft) of Avoided Stormwater Run-off and Value ($)
5,000,000
$350,000
4,500,000
$307,257
$300,000
4,000,000
3,500,000
$250,000
3,000,000
$200,000
$192,549
2,500,000
$139,620
$123,318
$1500,000
2,000,000
$101,228
1,500,000
$100,000
$59,208
$50,573$50,187
1,000,000
$49,694$46,236
$50,000
500,000
SugarberryCedarPost OakAmericanGreen AshEasternHoneyShumardBoxelderPecan
ElmElmRed CedarMesquiteOak
3
Avoided Run-off (ft)Value
Figure 26: Rainfall Interception Amounts and Value by Species
31
3
The Trees of the City of Denton provide a total of 20.2 million ft/yr of stormwater reduction which has a total
the trees grow and increase their canopy coverage, especially over impervious surfaces such as sidewalks, parking
lots and streets. The top three species for rainfall interception were sugarberry, cedar elm, and post oak (Figure
26).
Functional Value of Denton’s Urban Forest
Overall Denton’s 3.5 million trees provide a total functional value of $7.2 million annually. The relative value of
population.
Annual Functional Values:
% Total Population (bars) and % of Total Benefits Value (leaf icons) for Denton's Top Ten Species
25
23%
21%
20
18%
15
13%
13%
11%
10
9%
7%
6%
5%
4%
5%
5
6%
3%
4%
2%2%
3%
3%
1%
0.7%
0.3%
0
Sugarberry
Pecan
Post OakCedarHoney
AmericanShumardGreen Ash
EasternEastern
Live
ElmMesquite
ElmOak
Red CedarCotton-
Oak
Wood
% of Total Population% of Total Benefits
icons) for Denton’s Top Ten Species
32
33
Structural Value of Denton’s Trees
Urban forests have a structural value based on the trees themselves (e.g., the cost of having to replace a tree
with a similar tree). The urban forest also has functional values, either positive or negative, based on functions
the trees perform.
The structural value of an urban forest tends to increase with a rise in the number and size of healthy trees. Annual
functional values also tend to increase with increased number and size of healthy trees, and are usually on the order
of several million dollars per year. Through proper management, urban forest values can be increased; however, the
Structural Values:
The replacement value of the Denton urban forest was $2.06 billion. Post oak was the most valuable tree species
with an estimated replacement value of $344 million, which represented 17% of total replacement value for the
entire urban forest. Pecan provided 12% of the forest’s structural value with only 1% of the population while sug-
arberry and cedar elm represented nearly 40% of the population with only 22% of the replacement value combined
(Figure 28).
Structural Value of Denton’s Top Trees
800,000
$400
$344
700,000
$350
$300
600,000
$249
$247
$250
500,000
$204
$200
400,000
Number of Trees
$165
Value (millions of $)
$150
300,000
$103
$97
$80
$100
200,000
$79
100,000$50
Post OakPecanSugarberryCedarShumardEasternGreen AshAmericanLive OakLoblolly
ElmOakRed CedarElmPine
NumberStructural Value (millions of $)
Figure 28: Structural (Replacement) value of the 10 most valuable species in Denton
34
Potential Pest Impacts
Various insects and diseases can infest urban forests, potentially killing trees and reducing the health, structural
value and sustainability of the urban forest. As pests tend to have differing tree hosts, the potential damage or risk
of each pest will differ among cities. Thirty-six pests were analyzed for their potential impact and compared with
pest range maps (Forest Health Technology Enterprise Team 2014) for the conterminous United States to deter-
mine their proximity to Denton County. Two of the thirty-six pests analyzed are located within the county. For a
complete analysis of all pests, see Appendix VIII.
Figure 29 depicts the three most serious pest/disease threats to Denton’s urban forest. Two of these health issues
(Dutch elm disease and oak wilt) are currently present in the community and contribute to tree losses annually.
Emerald ash borer is a new threat to DFW and Texas.
Pest Susceptibility and Value of Potential Tree Loss
1,800,000$1,400
$1,271
1,600,000
$1,200
1,400,000
$1,000
1,200,000
$800
1,000,000
$657
800,00
$600
600,00
$400
400,00
$301
$200
200,00
$103
All PestsDutch Elm DiseaseOak WiltEmerald Ash Borer
Number of Susceptible Trees Value of Susceptible Trees (Millions $)
Figure 29: Susceptibility of the City of Denton’s tree population and structural value by pest
In the City of Denton, the greatest opportunity for loss related to pests and associated diseases is from Dutch elm
disease and oak wilt disease, potentially affecting 24% and 15% of the total population worth $301 million and $657
million, respectively.
Emerald ash borers have caused the death of tens of millions of ash trees in the Midwest and should be a serious
(Harrison County) in early 2016. While the impact of losing Denton’s ash population may not be as devastating
as it has been in Michigan and Ohio cities, green ash is the eighth most populous species in Denton with approxi-
mately 4% of all trees. The potential loss of value, should Denton lose its ash trees, was estimated to be $102.6 mil-
lion. Thus, protecting high value landscape specimens of this species might be a priority. See Appendix VIII for more
potential pest risk information.
35
Discussion
36
T
helps create a sense of community that has continued to make Denton a desirable destination. An increase in the
-
average canopy cover of 30% across the city, Denton possesses a substantial natural resource worth protecting
during future growth and development. In fact, since a majority of the city’s trees are 6 inches or less in diameter,
most trees are relatively young, but with proactive care should, over time, grow and expand both the commu-
the quality and extent by which it is managed. Sound urban forestry programs based in science, technology, and
research will allow the city to maximize the return on this investment.
The Structure of Denton’s Urban Forest
The structure of the urban forest (e.g. number of trees, number of different species, diameter size distribution, leaf
area, etc.) is an important factor in making sound management decisions. As a general rule, urban foresters recom-
mend having no more than 10% of the total tree population made up of any single species, and no more than 20%
made up of any one tree genus (i.e. the oaks or elms, etc.). Sugarberry and cedar elm both supersede the 10% in-
dividual species threshold and combined make-up 40% of the urban forest population. Having a relatively high pro-
outbreaks. Furthermore, sugarberry tends to be a weak-wooded and short-lived species. Planning for this species’
gradual replacement over time will help sustain and grow Denton’s urban tree canopy long-term. See Appendix IX
for more information regarding species importance values as it relates to percent population and leaf area.
Three examples of major pest problems threating trees in the Dallas-Fort Worth Metroplex include: oak wilt,
Dutch elm disease, and (as of 2016) emerald ash borer. 43% of Denton’s trees were elms, oaks, and ash (24%,
15%, and 4% respectively). The impact of the potential loss \[as a result of a pest/disease epidemic\] of one of the
these structurally important species in Denton is highlighted by the fact the elms and oaks together make up 44%
of the overall structural value of the entire community forest. A major loss of either of these species would have a
tremendous impact on the function of Denton’s urban forest.
Diversity in both species type and size distribution is ultimately a sign of a healthy tree resource. Nearly half (48%)
of the City of Denton urban forest is represented by only three species. Thus, diversifying species selection in
future planting initiatives, as well as improved management of existing trees in order to grow current trees into
37
Denton has a relatively young urban forest with 58% of all trees less than 6 inches in diameter. This is a trend seen
throughout the Metroplex communities. While it is important to have a relatively high proportion of younger
trees to replace dying older trees, it requires purposeful management in order to grow smaller/younger trees into
The geographic distribution of trees and canopy cover across the city is also an important characteristic for
effective urban forest management. While differences in tree and leaf area densities across land use classes is
canopy is essential for long-term resource management.
Of the various land use classes analyzed in this study, Undeveloped and Single Family Residential had the highest
densities in terms of trees per acre (Figure 13) making tree protection in these land uses a key strategy for
enhancing Denton’s urban forest canopy. Since the Undeveloped land use class also had the largest percentage
of leaf area per acre of any land use class in the city (46%), it therefore has the most to lose during development.
However, with data collected in this study, the city can now have a better understanding of the relative contribu-
tion individual land use classes provide in terms of number of trees and existing canopy cover.
The Function of Denton’s Urban Forest
The function of the urban forest is also an important factor that helps resource managers make management
-
proportions of impervious surfaces. The function of the urban forest is directly linked to its structure since some
-
lar community can aid the municipal tree manager in planning for the urban forest via more strategic planting plans.
For example, post oaks sequester 20% of all the carbon in Denton yet make up only 9% of the total population.
individual trees/species can have in Denton. Denton can more effectively manage its carbon foot print by either
increasing the number of post oaks across the city or, better still, increasing the canopy coverage of existing post
oaks through proactive management.
38
they made up only 1% of the forest, pecans contributed 3% of the total leaf area of the urban forest canopy and
replacement value for all species across Denton. High performing species, such as pecans and post oaks should be
promoted and professionally managed to best maximize their role in the urban forest ecosystem.
As shown, species selection will be of major importance to the value of Denton’s future tree canopy. With over
40% of the city’s canopy at risk to future development, the importance of having a comprehensive tree protection
code will help to ensure the protection of the biggest and best trees in the city. Development will continue to
increase with over 1,000 people moving to Texas a day. It is unavoidable that Denton’s land use will change
dramatically over the coming years. Future landscape codes, canopy cover goals, and green infrastructure
practices will determine what Denton will look like in the future.
Comparing the Denton Urban Forest
the DFW Metroplex. Comparing the structural or functional values of urban forests across various communities
requires converting the various structural and functional values to per tree and/or per acre values to allow for the
best comparison across communities (Table 6).
While a direct comparison to other communities is interesting on an empirical basis, it is important to recognize
the many physical (e.g. types of infrastructure, level/extent of development, etc.), social (e.g. political support for
program, etc.), and natural (e.g. species availability and growth rates, climate, etc.) attributes that control the level
and quality of any community’s urban forest. Furthermore, the year each study is completed may impact the results
local inputs such as energy costs and replacement cost values, are periodically adjusted following new research and
updates to estimation models.
See Appendix X for a comparison of Denton’s urban forest with other North American cities.
39
40
41
42
43
Recommendations
44
D enton’s urban forest is an increasingly valuable community resource. However, to best support the apprecia-
tion of its value, explicit, professional care must be a priority. A commitment of continued investment in Denton’s
Urban Forestry Program will help to increase this important community asset’s role in developing a more livable
Denton for both residents and visitors alike. As such, the city should use these suggestions, along with the key
strategies.
Recommendation 1: Utilize assessment results to preserve and
promote urban tree canopy.
With the recent increase in both commercial and residential housing markets, the focus of tree protection and
professional tree management has never been more important. Working with city planners and developers to both
protect existing trees, as well as, incorporate future trees in new and creative ways will help to enhance the ben-
This assessment report provides detailed information about current UTC and possible planting areas, both city-
wide and at various geographic scales. These results should be utilized to enhance and promote forest preservation
and management efforts, including the establishment of a baseline urban tree canopy cover percentage. The City of
Denton should disseminate the data from this study to diverse partners for urban forestry and other applications
while they are current and most useful for decision-making and implementation planning.
Recommendation 2: Perform further analyses on assessment
results.
Much of Denton’s UTC lies on undeveloped/vacant land. As Denton continues to grow, UTC will be under increas-
ing pressure in order to make room for new development. Further analysis of the assessment results should be
UTC percent for public versus private lands within the Undeveloped land use class. Evaluating land ownership (e.g.
public vs. private) by parcel within the Undeveloped land use class will help the city identify at-risk-properties.
45
Recommendation 3: Utilize assessment to help drive policy and
management decisions.
As Denton continues to sprawl, UTC will be under increasing pressure in order to make
room for new development.
It is recommended that the city of Denton develop an Urban Forest Management Plan which outlines goals and the
the urban forestry program to enhance channels of communication regarding professional tree care within the
community, set work priorities, monitor progress, and develop appropriate budgets annually.
addressed, especially with 14% of the city’s ground cover in impervious suface.
Recommendation 4: Utilize assessment to develop strategic tree
planting initiatives.
Even though Denton’s canopy cover measured 30%, a majority of the canopy is located on the east side of town
and additionally 46% is on undeveloped property. Improved landscape requirements and maintenance standards
will help grow the next generation of forest canopy. With 37% of all single family residential homes having available
planting spaces, expanding tree planting on private property would be a good place to start while avoiding increased
cost to the city. In the long-term, strategic tree planting programs must include expanded species selection,
updated landscape requirements, maintenance requirements and costs.
Recommendation 5: Utilize trees and other green infrastructure
to offset the urban heat island effect and control stormwater.
43% of the commercial district of Denton is available for tree planting. By strategically planting trees within the
commercial district as well as other land uses with relatively high amounts of impervious surfaces, the city can
reduce both stormwater and the urban heat island effect.
It is also recommended to further examine any change in impervious surfaces between 2008 and the present.
Although the 2% increase of canopy coverage between 2008 and 2014 is positive, anecdotal evidence suggests that
the amount of impervious surface across the city may have increased at an even higher rate.
Therefore, stormwater impact fees and other development guidelines should also be reviewed and strengthened to
ensure that they are as current and comprehensive as they can be. Strategies that combine smart regulation with
urban tree canopy enhancement within the commercial district of Denton will promote sustainability for generations.
46
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51
Discussion
52
53
Appendix I: i-Tree Eco Model & Field
Measurements
i-Tree Eco
and meteorological data to quantify urban forest structure and its numerous effects (Nowak and Crane 2000),
including:
throughout a year.
Dutch elm disease.
-
tion (actual data collection may vary depending upon the user) includes land use, ground and tree cover, individual
tree attributes of species, stem diameter, height, crown width, crown canopy missing and dieback, and distance and
direction to residential buildings (Nowak et al 2005; Nowak et al 2008).
54
report, tree species, genera, or species groups are collectively referred to as tree species.
Tree Characteristics:
Leaf area of trees was assessed using measurements of crown dimensions and percentage of crown canopy missing.
In the event that these data variables were not collected, they are estimated by the model. An analysis of invasive
an invasive species list (Watershed Protection Development Review) for the state in which the urban forest is
located. These lists are not exhaustive and they cover invasive species of varying degrees of invasiveness and dis-
tribution. In instances where a state did not have an invasive species list, a list was created based on the lists of the
with native range data. This helps eliminate species that are on the state invasive species list, but are native to the
study area.
Air Pollution Removal:
Pollution removal is calculated for ozone, sulfur dioxide, nitrogen dioxide, carbon monoxide and particulate
Given that i-Tree Eco analyzes particulate matter less than 2.5 microns (PM2.5) which is a subset of PM10, PM10
has not been included in this analysis. PM2.5 is generally more relevant in discussions concerning air pollution
effects on human health.
Air pollution removal estimates are derived from calculated hourly tree-canopy resistances for ozone, and sulfur
and nitrogen dioxides based on a hybrid of big-leaf and multi-layer canopy deposition models (Baldocchi 1988; Bal-
docchi et al 1987). As the removal of carbon monoxide and particulate matter by vegetation is not directly related
to transpiration, removal rates (deposition velocities) for these pollutants were based on average measured values
from the literature (Bidwell and Fraser 1972; Lovett 1994) that were adjusted depending on leaf phenology and leaf
area. Particulate removal incorporated a 50% resuspension rate of particles back to the atmosphere (Zinke 1967).
Recent updates (2011) to air quality modeling are based on improved leaf area index simulations, weather and pol-
lution processing and interpolation, and updated pollutant monetary values (Hirabayashi et al 2011; Hirabayashi et
al 2012; Hirabayashi 2011).
Trees remove PM2.5 when particulate matter is deposited on leaf surfaces (Nowak et al 2013). This deposited
PM2.5 can be resuspended to the atmosphere or removed during rain events and dissolved or transferred to the
soil. This combination of events can lead to positive or negative pollution removal and value depending on various
when net removal is negative or resuspended particles lead to increased pollution concentrations and negative val-
ues. During some months (e.g., with no rain), trees resuspend more particles than they remove. Resuspension can
55
also lead to increased overall PM2.5 concentrations if the boundary layer conditions are lower during net resuspen-
sion periods than during net removal periods. Since the pollution removal value is based on the change in pollution
concentration, it is possible to have situations when trees remove PM2.5 but increase concentrations and thus have
negative values during periods of positive overall removal. These events are not common, but can happen.
For reports in the United States, default air pollution removal value is calculated based on local incidence of
adverse health effects and national median externality costs. The number of adverse health effects and associ-
ated economic value is calculated for ozone, sulfur dioxide, nitrogen dioxide, and particulate matter less than 2.5
Program (BenMAP) (Nowak et al 2014). The model uses a damage-function approach that is based on the local
change in pollution concentration and population.
National median externality costs were used to calculate the value of carbon monoxide removal (Murray et al
1994).
local values, estimates are based on either European median externality values (van Essen et al 2011) or BenMAP
-
based on the prices of $1,469 per ton (carbon monoxide), $682 per ton (ozone), $195 per ton (nitrogen dioxide),
$79 per ton (sulfur dioxide), $24,202 per ton (particulate matter less than 2.5 microns).
Carbon Storage and Sequestration:
Carbon storage is the amount of carbon bound up in the above-ground and below-ground parts of woody vegeta-
tion. To calculate current carbon storage, biomass for each tree was calculated using equations from the literature
and measured tree data. Open-grown, maintained trees tend to have less biomass than predicted by forest-derived
biomass equations (Nowak 1994). To adjust for this difference, biomass results for open-grown urban trees were
multiplied by 0.8. No adjustment was made for trees found in natural stand conditions. Tree dry-weight biomass
was converted to stored carbon by multiplying by 0.5.
Carbon sequestration is the removal of carbon dioxide from the air by plants. To estimate the gross amount of car-
bon sequestered annually, average diameter growth from the appropriate genera and diameter class and tree condi-
tion was added to the existing tree diameter (Year X) to estimate tree diameter and carbon storage in Year X+1.
Carbon storage and carbon sequestration values are based on estimated or customized local carbon values. For
international reports that do not have local values, estimates are based on the carbon value for the United States
(U.S. Environmental Protection Agency 2015, Interagency Working Group on Social Cost of Carbon 2015) and
For this analysis, carbon storage and carbon sequestration values are calculated based on $133 per ton.
56
57
The amount of oxygen produced is estimated from carbon sequestration based on atomic weights: net O release
2
(kg/yr) = net C sequestration (kg/yr) × 32/12. To estimate the net carbon sequestration rate, the amount of carbon
sequestered as a result of tree growth is reduced by the amount lost resulting from tree mortality. Thus, net carbon
sequestration and net annual oxygen production of the urban forest account for decomposition (Nowak et al
2007). For complete inventory projects, oxygen production is estimated from gross carbon sequestration and does
not account for decomposition.
Avoided Runoff:
between annual runoff with and without vegetation. Although tree leaves, branches, and bark may intercept precipi-
tation and thus mitigate surface runoff, only the precipitation intercepted by leaves is accounted for in this analysis.
have local values, the national average value for the United States is utilized and converted to local currency with
Guide Series (McPherson et al 1999; 2000; 2001; 2002; 2003; 2004; 2006a; 2006b; 2006c; 2007; 2010; Peper et al
2009; 2010; Vargas et al 2007a; 2007b; 2008).
Building Energy Use:
based on procedures described in the literature (McPherson and Simpson 1999) using distance and direction of
trees from residential structures, tree height and tree condition data. To calculate the monetary value of energy
savings, local or custom prices per MWH or MBTU are utilized.
For this analysis, energy saving value is calculated based on the prices of $111.59 per MWH and $10.81 per MBTU.
Structural Values:
Structural value is the value of a tree based on the physical resource itself (e.g., the cost of having to replace a tree
with a similar tree). Structural values were based on valuation procedures of the Council of Tree and Landscape
Appraisers, which uses tree species, diameter, condition, and location information (Nowak et al 2002a; 2002b).
valuation procedures.
58
Potential Pest Impacts:
The complete potential pest risk analysis is not available for studies outside of the United States. The number of
trees at risk to the pests analyzed is reported, though the list of pests is based on known insects and disease in the
United States.
For the U.S., potential pest risk is based on pest range maps and the known pest host species that are likely to
experience mortality. Pest range maps for 2012 from the Forest Health Technology Enterprise Team (FHTET) (For-
est Health Technology Enterprise Team 2014) were used to determine the proximity of each pest to the county in
which the urban forest is located. For the county, it was established whether the insect/disease occurs within the
county, is within 250 miles of the county edge, is between 250 and 750 miles away, or is greater than 750 miles away.
FHTET did not have pest range maps for Dutch elm disease and chestnut blight. The range of these pests was based
on known occurrence and the host range, respectively (Eastern Forest Environmental Threat Assessment Center;
Worrall 2007).
Relative Tree Effects:
and air pollutant removal equate to in amounts of municipal carbon emissions, passenger automobile emissions, and
house emissions.
Municipal carbon emissions are based on 2010 U.S. per capita carbon emissions (Carbon Dioxide Information Anal-
ysis Center 2010). Per capita emissions were multiplied by city population to estimate total city carbon emissions.
Light duty vehicle emission rates (g/mi) for CO, NO, VOCs, PM10, SO for 2010 (Bureau of Transportation Sta-
x2
tistics 2010; Heirigs et al 2004), PM2.5 for 2011-2015 (California Air Resources Board 2013), and CO for 2011
2
(U.S. Environmental Protection Agency 2010) were multiplied by average miles driven per vehicle in 2011 (Federal
Highway Administration 2013) to determine average emissions per vehicle.
Household emissions are based on average electricity kWh usage, natural gas Btu usage, fuel oil Btu usage, kerosene
Btu usage, LPG Btu usage, and wood Btu usage per household in 2009 (Energy Information Administration 2013;
Energy Information Administration 2014)
22x
22
x
emissions per Btu of wood from Energy Information Administration 2014.
2
emission per Btu based on total emissions and wood burning (tons) from (British Columbia
xx
59
Appendix II. Complete UTC Results
Assessment Results & Key Findings
results, which were analyzed across various geographic assessment boundaries. These results, or metrics, help pro-
vide a benchmark and inform a strategic approach to identifying future planting areas. Complete assessment results
for target geographies and additional maps can be found in the Appendix.
Citywide Land Cover
In 2014, 30% of Denton was covered by tree canopy, 45% was non-canopy vegetation, and 14% was impervious.
by buildings, 3% is covered by roads, 2% is covered by parking lots, and 0.2% is covered by sidewalks, leaving 5%
-
and distribution.
60
Non- Non-
TreeTree
Canopy Canopy Water Water
Total AcresCanopyCanopy
(acres)%(acres)%
(acres)%(acres)%
(acres)%
30%45%14%7301%17%
Citywide Urban Tree Canopy
Results show that within the City of Denton, TX, 22,540 acres was covered by urban tree canopy, making up 30%
possibility for addition tree canopy. This possible planting area (PPA Vegetation) makes up 44% of the city. Non-
building and non-road impervious areas cover 5,418 acres that may also offer additional planting opportunity (PPA
golf course fairways, buildings and roads, and soil/dry vegetation.
Table 2: Urban Tree Canopy Assessment Results
*Note: Percentages are based on Land Area
-Total Total Unsuitable Unsuitable
*Land PPA PPA
UTC etation PPA Possible Possible UTC*UTC*
Area UTC %
(acres)%Planting Planting (acres)%
(acres)(acres)(acres)
(acres)%
30%44%%7%52%19%
61
62
Land Use
use classes. To provide data that advances UTC policy and management, 12 land use classes were assessed (Figure 9).
The Single-Family Residential and Undeveloped land use classes have the highest canopy cover at 45% and 38%,
respectively. These two classes combined constitute 74% of the UTC in the city, while Industrial, Agricultural,
Multi-Family Residential, and Parks/Open Space land use classes account for 22%. The six other classes, including
Commercial and Government property, make up the remaining 5% of UTC coverage.
within the Industrial class which contains 60% PPA Vegetation. The Parks and Open Space (43%) and Government
-
categories as a result of future development.
Percent UTC and PPA (Veg.) by Land Use Class
Figure 2: Percent UTC and PPA by Land Use
63
Figure 3: Percent of Overall UTC by Land Use
64
Figure 4: Land Use Categories
65
Census Block Groups
This study processed UTC totals and Possible Planting Areas (Vegetation, Impervious, and Total PPA) data for 86
census block groups. Canopy cover is most prevalent in the eastern half of Denton where the majority of urban
development has occurred, while the western half of the city is composed of more farmland and open space which
decreases UTC potential.
When looking at possible planting areas in vegetation, this trend is reversed. The western half of the city provides
The city center has the least potential with less than 20% PPA Vegetation.
Figure 5: UTC by Census Block Groups
66
Parcels
The most detailed assessment geography analyzed for this study was the parcel layer. This study calculated UTC
totals and Possible Planting Areas (Vegetation, Impervious, and Total PPA) for each individual property with over
38,000 records. Due to the size of the dataset, comprehensive data have been provided to the city in GIS format,
city that have low UTC, high PPA, particular land use types, or a certain amount of impervious area.
Figure 5: UTC by Census Block Groups
67
Zip Codes
Urban Tree Canopy (UTC) totals and Possible Planting Areas (Vegetation, Impervious, and Total PPA) were evalu-
ated for the 13 zip codes located within the City of Denton. One Denton zip code, 76209, has the highest percent
canopy cover at 47%. However, it only makes up 9% of the canopy cover citywide because it is a smaller area.
East Denton and South Denton zip code 76205 both contain 41% canopy cover and make up 35% of the
canopy cover citywide.
Possible planting areas in vegetation are abundant throughout the city. One zip code with high potential to increase
UTC coverage is North Denton with 53% PPA Vegetation, accounting for one third of the total PPA Vegetation
in the city. Krum, Ponder, and Aubrey provide additional opportunities for tree planting with 63%, 59%, and 52%,
respectively. Within the Denton zip codes, there are an additional 4,700 acres of PPA Impervious. Possible planting
areas located along city-owned impervious infrastructure are easy targets for increasing tree canopy cover.
Figure 7: Urban Development and Agricultural Lands contribute to areas of Low Urban Tree Canopy
68
Canopy Change
This urban tree canopy assessment processed UTC data for Denton’s ETJ as well as within the city limits, totaling
170,938 acres. Two different years were mapped in order to perform a change assessment: 2008 and 2014. Similar
methods were used for 2008 and 2014. However, data from 2014 were produced using high resolution LiDAR
data collected in 2015. Using LiDAR data in conjunction with aerial imagery can help to increase overall mapping
accuracy. Canopy cover in 2008 equaled 34,810 acres, comprising 20.4% of the city and ETJ. Canopy cover in 2014,
totaled 38,561 acres, comprising 22.6% of the city and ETJ. This means that the UTC in the city and ETJ increased
by 3,751 acres or 2.2% in the six years between 2008 and 2014.
Table 3: Urban Tree Canopy Assessment Change Results: Years 2008 – 2014
TotalUTC Area 2008UTC 2008 %UTC Area 2014 UTC 2014 %Percent Change
Acres(acres)(acres)2008-2014
20.4%22.6%2.2%
Despite the overall gain in canopy cover, there were many areas within the city and ETJ that experienced loss in
canopy cover. Many of these areas appear drought-stricken or are the result of clear-cutting for new development
(Figures 15 and 16)
69
Figure 8: Extension of the runway on the north side of the Denton Enterprise Airport led to major tree
loss and reduced canopy cover from 2008 (left) to 2014 (right)
Figure 9: A prolonged drought period in much of Texas during the early 2010’s caused the water level
at Lake Ray Roberts to drop in 2014 (right). As a result, many trees experienced natural thinning and a
decrease in canopy cover
In other areas of the city, recent growth and development of previously agricultural land led to increased canopy
of recently planted trees in the past six years as well as the addition of new trees at the educational facilities to the
west.
70
Figure 10: Growth and development of undeveloped lands led to increased canopy cover from 2008 (left)
and 2014 (right)
It is important to note that there were slight inaccuracies and differentiations in data quality between the 2008 and
the 2014 canopy mapping. While accuracy assessments for both years of mapping revealed over 97% accuracy for
-
ping lacked the extra detail provided by the LiDAR elevation data. Canopy mapping in 2014 showed a slight overes-
timation due to subtle shifts between the 2014 NAIP aerial imagery and the 2015 LiDAR data. In future studies, it is
recommended that data be derived from sources collected concurrently.
Figure 11: Maturation of newly planted trees leads to increased canopy cover in between 2008 (left) and
2014 (right)
71
Appendix III. Percentage of Live Trees
in Denton by Species Origin
% of Population by Origin
100.0
95.9%95.5%
80.0
60.0
40.0
20.0
3.3%
0.3%0.3%
0.1%0.1%
North AmericaTexasAsiaNorth North & South AustraliaSouth America
America+America+
The plus sign (+) indicates the plant is native to another continent other than the ones listed in the grouping
72
Appendix IV. Invasive Species
of the Denton Urban Forest
The following inventoried tree species were listed as invasive on the Texas invasive species list (Watershed Protec-
tion Development Review):
Species Name% Tree Number
(mi²)
Chinaberry0.310.350.36
Chinese pistache0.260.330.34
0.100.040.04
Total0.670.720.73
a
Species are determined to be invasive if they are listed on the state’s invasive species list
73
Appendix V. Relative Tree Effects
municipal carbon emissions, average passenger automobile emissions, and average household emissions.
See Appendix I for methodology.
Carbon storage is equivalent to:
Annual carbon sequestration is equivalent to:
74
Appendix VI. General Recommendations
for Air Quality Improvement
Urban vegetation can directly and indirectly affect local and regional air quality by altering the urban atmosphere
environment. Four main ways that urban trees affect air quality are (Nowak 1995):
The cumulative and interactive effects of trees on climate, pollution removal, and VOC and power plant emissions
determine the impact of trees on air pollution. Cumulative studies involving urban tree impacts on ozone have
revealed that increased urban canopy cover, particularly with low VOC emitting species, leads to reduced ozone
concentrations in cities (Nowak 2000). Local urban management decisions also can help improve air quality.
Urban forest management strategies to help improve air quality include (Nowak 2000):
StrategyResult
Sustain existing tree coverMaintain pollution removal levels
Use long-lived trees
Reduce pollutant emissions
Plant trees in energy conserving locations
Plant trees in polluted or heavily populated areas
Avoid pollutant-sensitive species
75
Appendix VII. Trees and Oxygen Production
of a tree is directly related to the amount of carbon sequestered by the tree, which is tied to the accumulation of
tree biomass.
-
sive production by aquatic systems. Our atmosphere has an enormous reserve of oxygen. If all fossil fuel reserves,
all trees, and all organic matter in soils were burned, atmospheric oxygen would only drop a few percent.
2
Species)
10.17
Sugarberry22.39
Cedar elm6158.702309.5163385514.03
Pecan4156.281558.61345713.37
3222.041208.261139523.66
American elm3055.411145.782036758.99
2368.63888.242793142.07
2071.23776.712582423.68
1996.79748.81519667.38
Boxelder1513.83567.69504253.62
1142.38428.39236651.21
1134.43425.41118652.82
818.78307.041570274.31
631.59236.85452620.45
Loblolly pine568.83213.31222001.87
Callery pear495.51185.82282910.68
Red mulberry432.05162.02194790.60
429.28160.98118650.40
Crepe myrtle363.54136.33418540.35
349.92131.2235890.02
76
Appendix VIII. Potential Risk of Pests
Thirty-six insects and diseases were analyzed to quantify their potential impact on the urban forest. As each insect/
disease is likely to attack different host tree species, the implications for Denton will vary. The number of trees at
CodeCommon Name
Phyllocnistis populiella
AL$4
Anoplophora glabripennis
ALBAsian Longhorned Beetle$469
$301
Agrilus planipennis
$103
Lymantria dispar
$728
Choristoneura
LATLarge Aspen Tortrix$4
Ceratocystis fagacearum
$657
Tomicus piniperda
PSBPine Shoot Beetle$79
Euwallacea sp.
$12
Borer
Dendroctonus frontalis
SPBSouthern Pine Beetle$79
Sirex noctilio
SWSirex Wood Wasp$79
WMWinter Moth
77
In the following graph, the pests are color coded according to the county’s proximity to the pest occurrence in the
United States. Red indicates that the pest is within the county; orange indicates that the pest is within 250 miles
of the county; yellow indicates that the pest is within 750 miles of the county; and green indicates that the pest is
outside of these ranges.
Note: points --- Number of trees, bars --- Structural value
Based on the host tree species for each pest and the current range of the pest (Forest Health Technology Enter-
prise Team 2014), it is possible to determine what the risk is that each tree species in the urban forest could be
attacked by an insect or disease.
78
Note: Species that are not listed in the matrix are not known to be hosts to any of the pests analyzed.
Species Risk:
250 miles from the county
one pest that is 250 to 750 miles from the county
one pest that is greater than 750 miles from the county
Risk Weight:
Numerical scoring system based on sum of points assigned to pest risks for species. Each pest that could attack tree species is
scored as 4 points if red, 3 points if orange, 2 points if yellow and 1 point if green.
Pest Color Codes:
79
Appendix IX. Top Ten Most Important
Species by Percent Population & Leaf Area
Species NamePercent Population
Sugarberry21.222.844.0
Cedar elm17.514.031.5
8.710.419.1
American elm5.99.115.0
4.47.511.9
7.53.711.2
8.12.110.2
4.54.48.9
3.33.77.0
Boxelder1.53.75.1
(Importance values (IV) are calculated as the sum of relative leaf area and relative composition)
80
Appendix X. Comparison of Urban Forests
A common question asked is, “How does this city compare to other cities?” Although comparison among cities
should be made with caution as there are many attributes of a city that affect urban forest structure and functions,
summary data are provided from other cities analyzed using the i-Tree Eco model.
I. City totals for trees
City%Tree CoverCarbonStorage (tons)Pollution removal
36.8
35.966
34.455121
30.0405
29.5211
28.6418
28.0118
26.5305
23.1109
22.3284
21.0
21.0430
20.5
15.7577
11.588241
7.2326
81
Appendix X. Comparison of Urban Forests
II. Per acre values of tree effects
CityCarbon StorageCarbonPollution Removal
Sequestration
119.717.00.2711.9
111.615.90.2819.7
66.72.50.061.8
66.510.80.1914.2
62.012.50.212.6
54.510.80.176.8
50.810.430.147.5
49.013.30.2110.6
48.36.40.137.8
46.56.10.310.01
38.516.00.2216.8
33.59.00.158.0
26.46.80.118.5
26.26.70.128.2
25.06.30.096.8
82
Land Use and Design
nahb.org
August 28, 2014
Tree Ordinances: Preserving our CommunityForest
Trees are the most visible presence of nature in our communities, shaping the
aesthetic quality of each place. Whether in the public right-of-way,parks and open
spacesor onprivate property, trees and vegetation are avital part of the built
environment,often overlooked and undervalued. With increasing concerns about the
environmental effect of urban development, climate change, and quality of life, trees
have been gaining greater attentionin communities across the country.Trees have
become symbolic of “greening” the built environment, an essential part of many
government and community efforts to shape development to take advantage of the
many benefits trees can provide.
Typical urban development has resulted in several consequences that affect
both the environment and human health. The concrete urban environment traps heat
and creates a heat-island effect,making it several degrees warmer in the inner city;
inplaces that reach high temperatures,it can negatively affect human health. Where
there are excessively paved, impermeable surfaces, stormwater runoff cancause
flooding, often carrying with it several pollutants that contaminate watersheds,
degrading water quality and threatening aquatic life. Urban air pollution from fossil
fuel combustion poses a health risk for communities, while also causing a greater
threat on a global scale with greenhouse gasesexacerbating climate change and its
potential impacts. Many communities in urban areas have been developed in a way
that has isolated them from open spaces and greenery, which can have negative
psychological effects and diminishthe overall quality of life of a communitybymaking
it aesthetically displeasing.
These issues have spurred greater awarenessof urban sustainability, with
the urban tree stock now seen as more of an integrated ecosystem that provides
many vital contributions.Tree ordinances are a mechanism to regulate and improve
the urban forest, specifically throughdirecting how new,private development occurs
andthrough improvingthe public right-of-way.Sincea large portion of a city’s trees
lies on private property, they are now viewedaspart of the larger ecosystem and so
are beingconsideredaspart of any regulation.Homeowners and developers often
find these tree ordinances a hindrance to designing their property the way they would
like to,imposing costs or preventing some activities; but these ordinances aim to
strengthen the urban forest ecosystem by focusing onthe individual property as part
of the broaderthe community and regional scale.
Benefits of treed cities
The renewed importance of the urban forest ecosystem has gained
momentum across the country, as the benefits they bring have become increasingly
valuedby bothhomeowners and communities. Trees provide the necessary shade to
keep buildings and paved areas cooler during hotter seasons and block cold winds
August 28, 2014
Page 2
during the winter, thus lowering energy consumptionfor buildings, controlling local climateand
creating a more pleasantlivingenvironment. The lowered energy expenditures help abate
greenhouse gas emissions related to space heating and cooling, proving a useful mechanism in
urban sustainability, as well as lowering utility costs for residents. Urban forests also help
improve local air quality through sequestering carbon dioxide, the bestlocaltool in mitigating
large scale climate change.
They are an important part of improved stormwater management and help reduce runoff
andmitigate flooding as well as filter runoff to minimizeurban pollutants from entering the
watershed. Tree roots and vegetation also help retain soil andprevent erosion that can affect
infrastructure and watersheds. This reduced runoff can help alleviate the strain on water
treatment systems and infrastructure, thus providing several more long-term benefits. The
urban forest ecosystem also provides a critical habitat for birds and other animals, bringing
wildlife to the built environment and helping preserve species diversity. Aside from beautifying
neighborhoods and giving them greater identity andcurb appeal, trees and goodlandscape
design also increase resalevalue by as much as15percent, proving a valuable return on
i
investment and increasingvalue over time as the trees grow.Long-term landscape plans that
consider tree size, type, layout and other vegetation will pay off with maturity in the future value
of the home, making it more attractive to potential buyersthan non-landscaped homes, often
time more so than redone interior decoration.
Tree Ordinances
The development community is often viewed as being responsible for removing or
destroying trees for construction activity, although the public sector is also involved with facility,
utility and agricultural operations that damage and remove trees as well. Given the numerous
benefits of having treed communities, local governments have commonly focused on
ordinances that protect and plant street trees on public property; however, there is greater
attention today on more complex tree ordinances that protect trees from construction activity on
private property.
Despite their good intentions, stricter tree ordinances are often seen as too prescriptive
and inflexible, restricting what both a developer and ahomeowner can do on a property. Saving
trees in a community involves more than just greater compliance with standards, requiring
collaboration between different parties to consider the individual sites’ opportunities and
challenges. This kind of flexibility and communication is necessary in order to successfully
protect trees in a manner that is feasible.
Protecting Trees
Preserving the existing tree stock is the top priority of most tree ordinances, typically
protecting all trees in the public right-of-way. This means that neither developers nor
homeowners can damage or remove trees, though in most cases, they may apply for permits or
be allowed to do so if the trees are endangering them or their property or are in the way of some
public utility line.
Communities often also define a list of trees with certain characteristics that must be
protected, such as specimen trees, bothon public and private property. These more specialized
ordinances seek to protect trees that have a certain value to those communities for a variety of
reasons ranging from historic and native trees to those that are valuable for stormwater
management. The City of Orinda, California, upholds its residential, forested hillside aesthetic
August 28, 2014
Page 3
as well through its strict tree ordinances governing trees on private property. Protected trees
cannot be removed without a permit if they are:1) on vacant property and are 6 inches or more
in diameter as measured at 4.5 feet above grade (diameter breast height or DBH), regardless of
species; 2) on developed property and are 12 inches or more DBH and are an oak species; or
ii
3) a riparian tree 4.5inches DBH within 30 feet of a water course.Although they may impede
on private property development, these ordinances have been essential in preserving the
beauty of Orinda and helping prevent soil erosionand maintain cleaner streams.
Many cities haveless strict protected tree ordinances andgrant permits if the tree
prevents reasonable access or use to the property, poses an imminent hazard, or disrupts
public utilities. In Atlanta, Georgia, trees cannot be destroyed during demolition of a building
unless it is within 3 feet of the structure and/or it is impossible to remove the structure without
damaging/destroying the tree. Furthermore, during the demolition and construction process,
some communities may require the builder to submit a landscape plan detailing the number,
type, and location of trees and how the construction will plan around the trees, andif some need
to be removed, where the replacement trees will be located.
Like many other communities that value their existing tree stock, Portland, OR, has a
tree ordinance that designates the protection of “heritage trees,” typically for their historical
association or horticultural value. Property owners with trees that meet the criteria can choose
to have them designated, and thus protected. This kind of status on a property can add value to
a property or community that hosts several of these. Similar ordinances also aim to protect
native species of trees and shrubberyby promotinga variety of vegetation better suited to the
local environment and preservingthe natural species diversity of the region.
Tree Replacements andPlanting
In many instances, existing trees createan obstacleto developers and canhinder some
oftheir preferred site plans. Aside from requiring landscape plans that outline the trees on a
property and what they plan to do with them, many communities offer some flexibility in
removing trees to accommodate developmentininstances whereprotection isunfeasible.Tree
replacement ordinances require developers to plant newtrees based on acertain set of criteria.
For example, in Portland, Oregon, developers are required to do a simple tree-for-tree
replacement for most permits involving smaller trees, while it can be up to inch-for-inch
iii
mitigation for removing largehealthy trees. Though the first component seems reasonable
enough, the second can pose an issue because the tree planted is expected to grow to the size
of the originally removed tree, something unknown until full maturity. Further, trees require
space in order to grow.
Other replacement requirements are much more detailed, such as that of Annapolis,
Maryland,whichuses a sliding replacement scale, based on the size of the existing trees. For
example, for 4 trees removed from 5 to 8 inches at DBH, they must be replaced with 1 tree, and
the replacement ratioincreases with the size of the tree, up to 3-to-1 for trees greater than 24
iv
inches.The Atlanta, Georgia,tree ordinance requires that all replacement trees be overstory
(typically reacha DBH and height of 25 inches and 60 feet at maturity, respectively) or mid-story
trees (typically reach a DBH and height of 10-25 inches and 30-60 feet respectively). The
ordinance goes further to recommend native trees to the Piedmont region, giving a list of tree
species, and recommends plantingcertain species based on location, such as narrow spaces,
wetlands, and road frontage.
August 28, 2014
Page 4
Although the more detailed and stringent ordinances may seem like an added burden to
developers and homeowners, theirpurpose is typically to uphold a certain aesthetic and vital
functionality.Through the conformity and diversity of trees, the tree replacement ordinances
add value not only to the individual properties, but the community as a whole.
Many tree ordinances specifically focus on street trees alongsideprivate properties,
requiring developers to either plant them or submit a street tree plan. Denver, Colorado,
requires a Street Tree Plan Review Checklist for all development plans.The Plan must meet a
species diversity requirementthatlimits a particularly overplanted species in the area and
v
directs the planting of related trees within a certain area on the street. It also details the tree
spacing on many features of the public right-of-way abutting properties.In New York City, one
street tree is required for every 25 feet of street frontage foralmost all zoning lots where
enlargements greater than 20percentof the floor area occur,which the property owner is
vi
responsible for planting. If there are certain immediate constraints to planting, then street trees
can be planted in an alternative off-site location that must be within the community district or
within one-half mile of the development site.These ordinances show the varying levels of
flexibility that different cities have regarding development and tree requirements. Communities
face different constraints and opportunities with their urban forest, so their ordinances must be
detailed enough to achieve their goals whilealso beingrealistic so they donot hinder
developmental potential.
Planning for Trees
Builders and developers increasinglysee the existing natural resources on a site as an
opportunity rather than a constraint, voluntarily integrating them into the construction planning
process. Developing a site that makes the best use of trees requires professional expertise at
multiple steps of the process.Landscape architects and natural resource experts can get
involved early onto develop a tree conservation planfor construction, which includes a holistic
site survey and analysis that determines the existing resources and conditions that could affect
development feasibility. This usuallyincludesan inventory of site features such as trees, soil
type, slope, and surrounding context, all of which can affect the construction process and the
conditions of the trees.
The expert team should then come up withalternative development scenarios based on the site
analysis. These should include options for saving and transplanting existing or old trees and
vii
obtaining variances to avoid unnecessary tree removal.Innovative site planning and layout
design can mitigate the potential tree removal and maximize the current conditions to preserve
the current trees. The alternative design concepts can incorporate the trees proposed for
saving, other site-specific conditions, existing regulatory constraints, and the budget to produce
a development that can reap the benefits of careful planning. Some of these options not only
include retaining existing trees but also selective clearing of undesirable trees, planting new
trees, transplanting trees to the site, or following through with tree-banking on other sites.
Ordinances and zoning codes established by communities do not always succeed in
protectingtreesas envisioned, as they can containcontradictoryprovisions that can make it
more difficult for developers to do so.Some overemphasize the protection of larger trees
without considering that they may already be declining or inevitablysuffer from damageduring
development. These fail to consider the benefits of some smaller trees in the long run. As
previously mentioned, tree banking may be a good prescription for the community, but it can be
a hindrance when the replacement requirements are too strict,having developers impractically
replace trees in developments that simply cannot accommodate those trees. Certain regulatory
August 28, 2014
Page 5
requirements can also hamper tree protection, such as local zoning and subdivision standards
for road, grading, lot clearing and utility and setback minimumsthat result in developers having
viii
to remove mature trees and then come back later to replant with nursery-sized stock. In these
instances, developers must comply with the ordinances, limiting the flexibility of the design to
incorporate existing natural features that could immediately benefit the property. Furthermore,
conventional zoning typically requires lots of approximately equal sizes, restricting the potential
to save green space and grouping of trees.
Aside from takingthe initiative to incorporate trees in the site planning process,
developers can take a step further to work with communities to gain greaterflexibility withtree-
saving techniques.Communities can grant zoning and subdivision ordinance waivers when the
developer can prove the benefits of preserving trees and natural features on the development.
These arguments in favor of preservation can include the benefits of improved storm water
drainage, decreased landscaping costs, improved aesthetic, and increasedproperty value.
For smart site-planning, cluster development can preserve trees and open space
through grouping lots and structures on one portion of the site, leaving the rest undeveloped.
This alsoachievescost savings from utility installation. Sincemany local governments have
been reluctant to allow cluster development, developers can communicate their benefits in
preserving open space and still achieving allowable densities to gain approval. With utility
installation, developers should work closely with utility companies to develop innovative and
alternative installation techniques that can minimally disturb greenery and natural features.
Though it may take extra burdensome coordination with the utility companies, but the benefits of
this collaboration for the sake of preserving features canaccrue in the long term with easier
accessibility to utilities without having to remove trees and creating a more comprehensively
designed landscape.
Builders and developers have the opportunity to capitalize on the value that tree
conservation can bring to a community and work together with governments and local
communities to bring about the shared vision. Developers are often seen as the ones
responsible for tree removal, yet when development regulations can actually be in conflict with
tree preservation. In these instances, developers can engage in innovative and integrative
planning, cooperation and communication with development teams, communities,and officials
to develop alternative plans that can successfullypreserve trees on newly developed properties.
The benefits of a vibrant community forest are not only a more desirable place with better storm
water mitigation and higher property values, but recognition for the builders’ and developers’
efforts thathelped create it.TheICC 700National Green Building Standard(NGBS)rewards
site design,development, and constructionpractices that conserve existing natural resources,
develop comprehensive landscape plans, and support wildlife habitat. Incorporating many of
these practices that protect trees and enhance thelandscape can earn a development many
points towards a NGBS certificationfor sustainable construction practices. This certification can
add value to the property, increase the appeal of the home to buyers, and improve the
reputation of a home builder.
August 28, 2014
Page 6
Author: Dylan Giordano, 2014 NAHB Land Use and Design Intern
For additional information contact:
Claire Worshtil, Program Manager for Land Use
cworshtil@nahb.org
202-266-8309
i
Does Landscaping Increase Home Value? Is it a Good Investment? http://www.plant-care.com/landscaping-
investment.html
ii
Building Code Enforcement. Orinda, California.
http://www.cityoforinda.org/index.asp?Type=B_BASIC&SEC={12B1FFA6-0600-4B41-8E2F-48173E43E67F}
iii
Tree Permit Requirements. http://www.portlandoregon.gov/parks/39712
iv
Bassert, Debra. Tree Preservation Ordinances. National Association of Home Builders
v
Street Tree Plan Review Checklist.
http://www.denvergov.org/Portals/747/documents/Plan%20Review%20Checklist%2004.28.14.pdf
vi
Street Trees Text Amendment. New York City Planning Commission.
http://www.nyc.gov/html/dcp/pdf/street_tree_planting/tree_adopted_cc_043008.pdf
vii
National Association of Home Builders. Building Greener Neighborhoods: Trees as Part of the Plan. 1998
viii
National Association of Home Builders. Building Greener Neighborhoods: Trees as Part of the Plan. 1998
City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-554,Version:1
AGENDA CAPTION
Receiveareport,holdadiscussion,andgivestaffdirectionregardinggoalsandobjectivesoftheDenton
County Transportation Authority.
City of DentonPage 1 of 1Printed on 4/6/2018
powered by Legistar™
City of Denton
City Hall
215 E. McKinney Street
Denton, Texas
www.cityofdenton.com
_____________________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT:Transportation
CM/DCM/ACM:Mario Canizares
DATE:April 10, 2018
SUBJECT
Receive a report, hold a discussion, and give staff direction regarding goals and objectives of the Denton
County Transportation Authority.
BACKGROUND
The City Council requested a Work Sessionitemregarding City of Denton goals and objectives for the
Denton County Transportation Authority (DCTA). In an effort to facilitate the discussion and provide
guidance to DCTA on what materials to prepare, Council Members were requested to provide input on:
Broad Goals/Objectives for DCTA:What are your high-level goals andobjectives related to
DCTA? What would you like DCTA to be working on?
Requests for Information: Do Council Members have any specific information or data they wish
DCTA to provideas part of the discussion?
Exhibit 2 provides a summation of the responses staff received from City Council. This information was
provided toDCTA on April 2. Exhibit 3, istheresponse to the request made by the City of Denton,
regarding DCTA Operations,from Jim Cline, DCTA President. This briefingis intended to provide City
Council the opportunity to raise additional questions on overall DCTA operations, includingbut not be
limited to,finances, ridership, current service plan and strategic priorities. Jim Cline, P.E.,DCTA President
will facilitate this agenda item with a PowerPoint presentationto be provided by close of business Monday,
April 9.
Related Key Focus Area: Safe, Liveable & Family-Friendly Community
Related Goal:1.6 Collaborate with local, regional, state, and federal partners
EXHIBITS
1. Agenda Information Sheet
2. Denton City Council Goals and Objectives –DCTA
3. DCTA response to City of Denton Request for Information
Respectfully submitted:
MarkNelson
Director Transportation
Denton City Council Goals and Objectives –DCTA
April 2, 2018
Broad Goals/Objectives for DCTA
Service and amenities for Denton commensurate with our contributions; Request that DCTA
provide information to quantify what that means
An objective to primarily serve member cities, and then serve contracting entities
Reorganize organization to support faster adjustments/flexibility in service offerings (e.g. on
demand service and even bus/train rentals).
More community events like the Christmas train event
Staggered routes/express routes that do not stop at every station
Establish a partnership with NTTA to use buses in toll lanes
Requests for Information
Timeline/plan for installation of bus stop improvements (including ADA ramps, benches, and
shelters)
o Annual expenditures for bus stop improvements in Denton over the past 5 years
o Annual expenditures for bus stop improvements in other member cities over the past 5
years
o Planned expenditures for bus stop improvements over the next 5 years in Denton
Amount of bus passes for students vs. non-students
Amount of train passes for students vs. non-students
Examples of ways they have given back/partnerships in the community
Update on the Fri/Sat/Sun park and ride service for Arts & Jazz Fest
Spreadsheet that lists train route or time changes over the last 3 years (date and changes made)
Exhaustive list of employees and their positions
Monthly summary budget for last six months
Daily gross sales for last 90 days (separate bus and train sales numbers)
Number of train tickets sold in the last 90 days
Number of rides on bus to Ft. Worth in last 90 days
EXHIBIT3
DCTARESPONSETOSPECIFICINFORMATIONREQUESTSΑDentonCityCouncil
BroadGoals/ObjectivesforDCTA
ServiceandamenitiesforDentoncommensuratewithourcontributions;RequestthatDCTAprovide
informationtoquantifywhatthatmeans.
ThespecificneedsoftheCityofDentondrivealargerneedfortransitservicesascomparedto
theothermembercities.
TheDCTAsalestaxcollectedfromDentonretailsaleswas$12.4MinFY17.Thisrepresents
46%ofthetotalsalestaxcollectedbyDCTA.
ThetotalrevenuehoursofbusandparatransitserviceexpendedinDentonduringFY17was
110,433revenuehours.Thisrepresents69%ofthetotalservice.
InFebruary,2018,62%ofallAtrainboardingsthatoccurredinmembercitiesoccurredin
Denton.
Thedetailsofthepassengeramenitiesareaddressedbelow.
Anobjectivetoprimarilyservemembercities,andthenservecontractingentities
Page3oftheͻ{ƷƩğƷĻŭźĭPlanningGuidancewĻƦƚƩƷͼapprovedbytheDCTABoardonMarch22,
2018clearlyliststhepriorityoffocustothemembercities(underbothͻhǝĻƩğƌƌDǒźķğƓĭĻͼand
ͻhƦĻƩğƷźƚƓƭͼΜ͵
Acopyofthereportisattached.IwillbringhardcopiesofthereporttotheCouncilMeeting.
Reorganizeorganizationtosupportfasteradjustments/flexibilityinserviceofferings(e.g.ondemand
serviceandevenbus/trainrentals).
DCTAiscommittedtobeingresponsivetoneedswhileatthesametimebeingtruetoour
regulatoryrequirements(DrivenprimarilybytherequirementsofTitleVI,CivilRightsAct).A
copyofourannualdecisioncycleisshownbelow.
DCTAisembracingtheindustryshifttotransportationnetworkcompaniesanddemand
responsiveservice.WecurrentlyhaveacontractwithLyft,andareleveragingthistypeof
serviceinHighlandVillagetotesttheconcept.Aproposalbeingbroughtforpubliccommentat
theupcomingpublicmeeting(April18,2018,3pΑ7p)istofillagapinourservicewithLyft
servicetobettermatchtheneedsofworkersutilizingbusserviceon35W.Iwillalsobringmore
informationregardingthepublicmeetingtothepresentation.
Federalruleslimitourabilitytoperformcharterservices(forfee)incompetitionwithprivate
contractors.Complimentaryservice,suchastheadditionalbusesandtraintripfortheArts/Jazz
festival)arenotcharterservices.Theyareprovidedaspartofoursupporttoourmembercities.
Ifthereareanyquestionsaboutotherlevelsofresponsiveness,wewillbehappytoworkwith
theCityağƓğŭĻƩƭofficetofollowupandensuretheyareaddressed.
MorecommunityeventsliketheChristmastrainevent
DCTAwasverypleasedtobeapartoftheholidaytraineventandtheaccompanyingactivities.
Weactuallyhadagoodboostinridershipthatevening.
DCTAhasparticipatedinabroadrangeofactivitiesinDenton,HighlandVillage,andLewisville.
AlistingoftherecentactivitiesinDentonisattached.
DCTAisopentoconsideringotheropportunitiestobeaparticipantinourmembercities.
Staggeredroutes/expressroutesthatdonotstopateverystation
DCTAstaffwasrecentlyaskedbyourBoardtoexaminethisasanoption.
TheAtrainisprimarilysingletrackrailroadwithsomepassingtrackstoaccommodatetwoway
traffic.Withoutasignificantcapitalinvestmentinmanysectionsofpassingsidings,anexpress
trainwouldbeinconflictwithothertrainsinoperation.
Wealsomodelledtheoperation(withoutaconstraintonsidingcost,andfounditwouldonly
saveabout4560secondsperstationifwedidnotstop.
Weareabletoachieve22minuteheadwayswithourexistingconfiguration.Thisisnotfarfrom
the15minuteheadwaystypicalontheDARTGreenLine.
EstablishapartnershipwithNTTAtousebusesintolllanes
NTTAhasbeenadamantregardingthetollingoftransitvehicleswithnoreliefattheregional
level.Thisisapolicydecisionlikelydrivenbybondcovenantrequirements.
Incontrasttothispolicy,TxDOTmanagedlanesdoallowtransitvehiclestousetheirfacilities
withoutcharge.
RequestsforInformation
Timeline/planforinstallationofbusstopimprovements(includingADAramps,benches,andshelters)
AnnualexpendituresforbusstopimprovementsinDentonoverthepast5years
Annualexpendituresforbusstopimprovementsinothermembercitiesoverthepast5years
Plannedexpendituresforbusstopimprovementsoverthenext5yearsinDenton
DCTAcompletedmanypassengeramenities(inclusiveofADAaccessimprovements)inour
membercitiesoverthepastfiveyears.Whilenospecificbudgethasbeenallocatedforfuture
years,itisfullyexpectedthatcurrenttrendswillcontinueinordertoberesponsivetoneeds.
DuringFY18,DCTAwillcompleteashelter(HeritageOaks),abenchatUptownstudenthousing,
and50+stopimprovementsinDenton.
Thetablebelowsummarizesoureffortsinthepastfiveyearsinourmembercities.
DentonHighlandVillageLewisville
TotalBusStops3007145
Shelters29*118
Benches1001
StopImprovement71**735***
(otherthanshelteror
bench)
Expenditures****$302,240$9,560$154,600
(*)IncludesshelteratHeritageOaks
(**)Includesapproximately50planned/fundedforFY18
(***)Includes2forFY18
(****)IncludesallfundsexpectedtobeexpendedinFY18
Amountofbuspassesforstudentsvs.nonstudents
Amountoftrainpassesforstudentsvs.nonstudents
Dailygrosssalesforlast90days(separatebusandtrainsalesnumbers)
Numberoftrainticketssoldinthelast90days
Univ.#Univ.Univ.#Univ.
Bus#BusTrain#Train
BusBusTrainTrain
SalesTicketsSalesTickets
SalesTicketsSalesTickets
Dec17$40,78113,263$1431$95,2684,609$2832
Jan18$46,46118,732$11,54586$35,5735,049$21,885142
Feb18$38,33614,698$9056$28,6414,733$1,74510
Examplesofwaystheyhavegivenback/partnershipsinthecommunity
AcompletelistingofDCTAactivitiesinDentonisattached.
UpdateontheFri/Sat/SunparkandrideserviceforArts&JazzFest
DCTAhasworkedcloselywiththeorganizersoftheDentonArtsandJazzFestivaltosupport
theirparking/transportationneeds
30minutebusservicefrequencyduringtheevent(Friday,Saturday,andSunday)toandfrom
remoteparkingattheMedParkStation(700+parkingspaces).
OneadditionaltraintriponFridayforlatenightcoverage,withregulartrainserviceonSaturday.
Positivetraincontroltestinglimitsfurthertrainavailability.
Thisservicewillbecomplimentaryforeventattendees.
Wewillcloselymonitorthepassengerdemand,andadjustifnecessary.Wearepleasedtobe
abletohelpsupportthisimportantevent.
Spreadsheetthatliststrainrouteortimechangesoverthelast3years(dateandchangesmade)
Atrainservicehasbeenverystableforthepastfewyearswithonlyminoradjustmentsto
coordinateservice.
ThebiggestchangeintrainserviceisthecommencementofSingleCaroperation.Thisresultsin
anannualoperationalcostsavingsinexcessof$500,000.
Exhaustivelistofemployeesandtheirpositions
AdetailedorganizationalchartforDCTAisattached.
Busandtrainoperationsarecontracted.Wehaveapproximately170personnelinbus
operationsand65personnelinrailoperations.
Monthlysummarybudgetforlastsixmonths
Therequestedbudgetinformationisattached.
NumberofridesonbustoFt.Worthinlast90days
December2017:1079
January2018:1223
February2018:1417
TotalcostofbusserviceinDentonincludingConnectandtheUNTbuses.
FY17DentonBusServiceOperatingExpense$7,157,176
TotalcontributionfromUNTandestimateofstudentriders
FY17UNTContractServiceRevenue$3,236,029
FY17UNTRidershipΑ1,909,259
Estimateofnonstudentriders.
FY17ConnectandAccessRidershipΑ404,821
TotalCostoftrainservicebetweenallstops.
FY17RailOperatingExpense$13,528,182
Costpertrip/perstopforATrain.
FY17RailRidershipΑ504,958
Costpertrip$26.79
CostperStopΑ5StationsinMemberCities$2,705,636
ChrissyNguyen
SeniorAccountant
IanShows
Controller
WhitneyTrayler
AccountantI
AmandaRiddle
BudgetManager
MarisaPerry
JeremyLewallen
ChiefFinancialOfficer/
ProcurementCoordinator
AthenaForrester
VPofFinance
AssistantVicePresidentof
LauraMitchell
Procurement/DBELiaison*
GrantsandContracts
ComplianceManager
MackenzieArmendariz
Payroll&Benefits
Coordinator/EEOCLiaison
JonahKatz
KristinaHolcomb
SeniorPlanner
VicePresident,
Planningand
LindseyBaker
Development
DirectorofStrategic
Partnerships
Open
VideoIntern
AdrienneHamilton
CommunicationsManager
JadeJackson
CommunicationsIntern
Open
SeniorMarketingSpecialist
JordanSuarez
NicoleRecker
MarketingIntern
VicePresident,
KellyBriggs
Marketing&
CommunityRelationsMgr.
KayleighBywater
Communications
MarketingIntern
LindaBlakley
ExecutiveAssistant
BrandyPedron
ExecutiveAssistant
BusOperations
TroyRaley
BusinessManager
MichelleBloomer
BusOps&Maintenance
AssistantVicePresident,
BusOperations&
RustyComer
Maintenance
BusinessManager
BusOps&Maintenance
RailOperations
AlexMcGlinchey
OperationsBusinessManager
JeffBennett
RaymondSuarez AssistantVicePresident,RonyPhilip
ChiefOperatingOfficer
RailOperations&DirectorofRailwaySystems
Maintenance
RoseJerome
ProjectControlsCoordinator
MarcoArancibia
Data&BusinessAnalyst
JavierTrilla
SeniorITManager
KylerHagler
NetworkAdministrator
DBELiaisonhasdirectaccesstothe
AnnBouldenGayeMorton
PresidentonDBErelatedmatters.
SeniorProjectManagerConstructionInspector
Denton County Transportation Authority
Change in Net Position
Monthly Budgets October 2017- March 2018
DescriptionOctober NovemberDecemberJanuaryFebruaryMarch
Revenue and Other Income
Passenger Revenues150,282$ 119,868$ 86,818$ 105,986$ 122,934$ 126,058$
Contract Service Revenue341,096 337,096 281,967 296,888 447,705 391,327
Sales Tax Revenue2,096,191 2,004,798 2,795,466 1,917,819 1,818,015 2,424,593
Federal/State Grants - Capital689,462 511,262 477,262 1,845,746 483,040 501,651
Federal/State Grants - Operating2,496,433 316,175 316,175 316,175 257,769 257,769
3,289,1995,773,464 3,957,688 4,482,614 3,129,463 3,701,398
Total Revenue and Other Income
Operating Expenses
Salary, Wages and Benefits1,074,676 1,065,257 964,243 1,176,383 1,023,871 1,006,188
Services572,759 273,526 315,712 276,572 596,876 244,601
Materials and Supplies330,707 308,441 316,999 297,553 304,500 292,182
Utilities38,346 38,346 38,346 38,346 38,346 38,346
Insurance, Casualties and Losses142,207 142,189 141,461 143,921 141,565 157,405
Purchased Transportation Services943,925 788,342 788,342 788,342 788,342 788,342
Miscellaneous93,767 30,059 52,981 24,994 30,001 27,336
Leases and Rentals22,146 22,146 22,146 22,146 22,263 22,146
Depreciation880,564 880,564 880,564 878,475 877,725 856,857
3,548,8704,099,097 3,520,794 3,646,732 3,823,489 3,433,403
Total Operating Expenses
Income Before Non-Operating
(259,671)1,674,367 436,894 835,882 (694,026) 267,995
Revenue and Expense
Non-Operating Revenues / (Expense)
Investment Income6,500 6,500 6,500 6,500 6,500 6,500
Gain (Loss) Disposal of Assets- - - - - -
Fare Evasion Fee83 83 83 83 83 83
Other Income - Miscellaneous- - - - -
Long Term Debt Interest/Expense(56,507) (86,507) (86,507) (86,507) (86,507) (86,507)
Total Non-Operating Revenue /
(79,924)(49,924) (79,924) (79,924) (79,924) (79,924)
(Expense)
$ (339,595)1,624,443$ 356,970$ 755,958$ (773,950)$ 188,071$
Change in Net Position
STRATEGIC PLANNING
GUIDANCE REPORT
RESOLUTION 18-02
ADOPTED MARCH 22, 2018
RideDCTA.netHopOnBoardBlog.com#RideDCTA
BOARD OF DIRECTORS
Small Cities (500 17,000)Small Cities (500 17,000)Small Cities (500 17,000)Small Cities (500 17,000)Small Cities (500 17,000)Small Cities (500 17,000)Small Cities (500
17,000)Small Cities (500 17,000)Small Cities (500 17,000)Small Cities (500 17,000)Small Cities (500 17,000)Small Cities (500 17,000)Small Cities (500 17,000)Small Cities
(500 17,000)
VACANTVACANTSkip KalbSkip KalbSkip KalbConnie WhiteConnie WhiteConnie WhiteConnie White
Large Cities (>17,000)Large Cities (>17,000)Large Cities (>17,000)
Richard HuckabyRichard HuckabyRichard HuckabyRichard HuckabyRichard HuckabyRichard HuckabyRichard HuckabyRichard HuckabyDianne CostaDianne CostaDianne CostaDianne CostaDianne CostaCharles
EmeryCharles EmeryCharles EmeryCharles EmeryTom WinterburnTom WinterburnTom WinterburnTom Winterburn
Denton/Vice ChairDenton/Vice ChairDenton/Vice ChairDenton/Vice ChairDenton/Vice ChairDenton/Vice ChairDenton/Vice ChairDenton/Vice ChairDenton/Vice ChairDenton/Vice ChairDenton/Vice
ChairDenton/Vice ChairHighland Village/SecretaryHighland Village/SecretaryHighland Village/SecretaryHighland Village/SecretaryHighland Village/SecretaryHighland Village/SecretaryHighland
Village/SecretaryHighland Village/SecretaryHighland Village/SecretaryHighland Village/SecretaryHighland Village/SecretaryHighland Village/SecretaryLewisville/ChairmanLewisville/ChairmanLewisville/Ch
airmanLewisville/ChairmanLewisville/ChairmanLewisville/ChairmanCorinthCorinthCorinth
Ron TreesRon TreesRon TreesCarter WilsonCarter WilsonCarter WilsonAllen HarrisAllen HarrisAllen HarrisMark MillerMark MillerMark MillerMark Miller
Little ElmLittle ElmFriscoFriscoFriscoThe ColonyThe ColonyThe ColonyFlower MoundFlower MoundFlower Mound
Denton County UnincorporatedDenton County UnincorporatedDenton County UnincorporatedDenton County UnincorporatedDenton County UnincorporatedDenton County UnincorporatedDenton County
UnincorporatedDenton County Unincorporated
Denton County at LargeDenton County at LargeDenton County at LargeDenton County at LargeDenton County at LargeDenton County at Large
Don HartmanDon HartmanDon HartmanDon HartmanDon HartmanDon Hartman
George A. CampbellGeorge A. CampbellGeorge A. CampbellGeorge A. CampbellGeorge A. CampbellGeorge A. CampbellGeorge A. CampbellDave KovatchDave KovatchDave KovatchDave KovatchDave KovatchDave
KovatchDave KovatchDave Kovatch
TreasurerTreasurerTreasurerTreasurer
1
V2/3.22.18
MISSION, VISION & VALUES
Mission
As a regional partner, the Denton County Transportation Authority is committed to providing safe,
Vision
Be a leader in advancing mobility alternatives.
Values
Safety In accordance with our Service Plan, our most important commitment is passenger
safety through the strict adherence to policies and procedures and ongoing employee training
and professional development.
Accountability As public servants, DCTA employees and the Board of Directors hold
themselves accountable to their constituents and are committed to being exemplary stewards
of public resources.
Commitment DCTA employees and Board of Directors are committed to working
collaboratively to deliver the components of the Service Plan in a timely manner to serve the
mobility needs of our passengers.
Excellence Always in the pursuit of excellence, DCTA will consistently offer innovative,
effective and quality mobility alternatives that will exceed passenger expectations.
Integrity It is incumbent upon DCTA employees and the Board of Directors to conduct
themselves in a manner that upholds the highest moral, legal and ethical standards. We are
uncompromising in our commitment to truth, honesty and openness in all relationships and
interactions.
Respect We believe that all of our passengers are important and that all of our employees
add value. We will treat passengers and employees with dignity and esteem.
DCTA GOALS & OBJECTIVES
1. Safety Passenger, Employee, Public
3. Maximize the effectiveness of service for DCTAs ridership markets
4. Increase the visibility and elevate the image of DCTA
5. Expand DCTAs services into areas where mobility alternatives have a strong likelihood of success
6. Coordinate regional services with other regional transportation providers
7. Tie the provision of mobility alternatives to land-use and the resulting demand levels
8. Advocate sustainable development practices that support mobility alternatives
and values
10. Leverage state-of-the-art technology for the development of innovative mobility alternatives
2
V1/3.23.17
DCTA BOARD OF DIRECTORS PRIORITIESDCTA BOARD OF DIRECTORS PRIORITIES
Overall GuidanceOverall GuidanceOverall GuidanceOverall GuidanceOverall GuidanceOverall GuidanceOverall GuidanceOverall Guidance
Build stronger relationship with stakeholdersBuild stronger relationship with stakeholdersBuild stronger relationship with stakeholdersBuild stronger relationship with stakeholdersBuild
stronger relationship with stakeholdersBuild stronger relationship with stakeholdersBuild stronger relationship with stakeholdersBuild stronger relationship with stakeholdersBuild stronger
relationship with stakeholdersBuild stronger relationship with stakeholdersBuild stronger relationship with stakeholdersBuild stronger relationship with stakeholdersBuild stronger relationship
with stakeholdersBuild stronger relationship with stakeholdersBuild stronger relationship with stakeholdersBuild stronger relationship with stakeholders
Grow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve
service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland
Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow
ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service
in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village
and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership
and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton,
Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow
ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service in Denton, Highland Village and LewisvilleGrow ridership and improve service
in Denton, Highland Village and Lewisville
Expand focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus delivering public transportation
fully consider the Expand focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus delivering public
transportation fully consider the Expand focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus
delivering public transportation fully consider the Expand focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing
mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus delivering public transportation fully consider the Expand
focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus delivering public transportation fully consider
the Expand focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus delivering public transportation
fully consider the Expand focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus delivering public
transportation fully consider the Expand focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus
delivering public transportation fully consider the Expand focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing
mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus delivering public transportation fully consider the Expand
focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus delivering public transportation fully consider
the Expand focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus delivering public transportation
fully consider the Expand focus to providing mobility versus delivering public transportation fully consider the Expand focus to providing mobility versus delivering public
transportation fully consider the
entire linked tripentire linked tripentire linked tripentire linked tripentire linked tripentire linked trip
Shift focus from manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift focus from
manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation
provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker
of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift
focus from manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift focus from manager
of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation
provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker
of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift
focus from manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift focus from manager
of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation provider to a broker of servicesShift focus from manager of assets/transportation
provider to a broker of services
Lead implementation of innovative mobility solutionsLead implementation of innovative mobility solutionsLead implementation of innovative mobility solutionsLead implementation of innovative
mobility solutionsLead implementation of innovative mobility solutionsLead implementation of innovative mobility solutionsLead implementation of innovative mobility solutionsLead implementation
of innovative mobility solutionsLead implementation of innovative mobility solutionsLead implementation of innovative mobility solutionsLead implementation of innovative mobility solutionsLead
implementation of innovative mobility solutionsLead implementation of innovative mobility solutionsLead implementation of innovative mobility solutions
Sustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco
and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban
Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD)
servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow
Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney
Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District
(MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain
and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the
McKinney Urban Transit District (MUTD) servicesSustain and grow Frisco and the McKinney Urban Transit District (MUTD) services
Continue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue
seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives
for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved
areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of
Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County
and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous
areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue
seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives
for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved
areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of
Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County
and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous
areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue
seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives
for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved
areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of
Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County
and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous
areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areasContinue
seeking alternatives for unserved areas of Denton County and contiguous areasContinue seeking alternatives for unserved areas of Denton County and contiguous areas
OperationsRelationshipsRelationshipsRelationshipsRelationshipsRelationshipsRelationships
Enhance service within member citiesEnhance service within member citiesEnhance service within member citiesEnhance service within member citiesEnhance service within member citiesEnhance
service within member citiesEnhance service within member citiesSustain and build key relationshipsSustain and build key relationshipsSustain and build key relationshipsSustain and
build key relationshipsSustain and build key relationshipsSustain and build key relationshipsSustain and build key relationshipsSustain and build key relationshipsSustain and build
key relationshipsSustain and build key relationships
-Rail serviceRail serviceRail serviceRail serviceRail serviceKey themes and messages:Key themes and messages:Key themes and messages:Key themes and messages:Key themes and messages:Key
themes and messages:Key themes and messages:Key themes and messages:Key themes and messages:
-Bus serviceBus serviceBus serviceBus service---Innovative partnerships Innovative partnerships Innovative partnerships Innovative partnerships Innovative partnerships Innovative partnerships
Innovative partnerships Innovative partnerships Innovative partnerships
--Innovative servicesInnovative servicesInnovative servicesInnovative servicesInnovative servicesInnovative servicesInnovative services-Willingness to take a Willingness to take a Willingness
to take a Willingness to take a Willingness to take a Willingness to take a Willingness to take a Willingness to take a Willingness to take a Willingness to take a
-leadership roleleadership roleleadership roleleadership roleleadership role
Development \[TOD\] and Trails)Development \[TOD\] and Trails)Development \[TOD\] and Trails)Development \[TOD\] and Trails)Development \[TOD\] and Trails)Development \[TOD\] and Trails)Development
\[TOD\] and Trails)Development \[TOD\] and Trails)Development \[TOD\] and Trails)Development \[TOD\] and Trails)Development \[TOD\] and Trails)Development \[TOD\] and Trails)Development
\[TOD\] and Trails)-Communication with all Communication with all Communication with all Communication with all Communication with all Communication with all Communication with all
Growth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth
within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within
unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved
areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas
of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of
Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton CountyGrowth within unserved areas of Denton Countystakeholders always stakeholders
always stakeholders always stakeholders always stakeholders always stakeholders always
--Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue
with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound,
Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open
dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with
Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound, Corinth, Open dialogue with Flower Mound,
Corinth, Open dialogue with Flower Mound, Corinth, transparenttransparenttransparenttransparent
Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony
and 35W Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Little
Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W
Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Little Elm, The Colony and 35W Corridor Use Marketing/Communication Use Marketing/Communication
Use Marketing/Communication Use Marketing/Communication Use Marketing/Communication Use Marketing/Communication Use Marketing/Communication Use Marketing/Communication
-Communities in southwest Denton CountyCommunities in southwest Denton CountyCommunities in southwest Denton CountyCommunities in southwest Denton CountyCommunities in southwest Denton
CountyCommunities in southwest Denton CountyCommunities in southwest Denton CountyCommunities in southwest Denton CountyCommunities in southwest Denton CountyCommunities in southwest
Denton CountyCommunities in southwest Denton CountyCommunities in southwest Denton CountyCommunities in southwest Denton CountyCommunities in southwest Denton CountyCommunities in southwest
Denton CountyCommunities in southwest Denton CountyCommunities in southwest Denton Countyactions to enhance relationshipsactions to enhance relationshipsactions to enhance relationshipsactions
to enhance relationshipsactions to enhance relationshipsactions to enhance relationshipsactions to enhance relationshipsactions to enhance relationships
PeoplePeople
--Grow relationship with Frisco including Grow relationship with Frisco including Grow relationship with Frisco including Grow relationship with Frisco including Grow relationship with
Frisco including Grow relationship with Frisco including Grow relationship with Frisco including Grow relationship with Frisco including Grow relationship with Frisco including Grow
relationship with Frisco including Grow relationship with Frisco including Grow relationship with Frisco including Grow relationship with Frisco including Grow relationship with Frisco
including Grow relationship with Frisco including Grow relationship with Frisco including
Match personnel growth to agency Match personnel growth to agency Match personnel growth to agency Match personnel growth to agency Match personnel growth to agency Match personnel
growth to agency Match personnel growth to agency Match personnel growth to agency Match personnel growth to agency Match personnel growth to agency Match personnel growth to agency
Match personnel growth to agency Match personnel growth to agency
the development of Burlington Northern the development of Burlington Northern the development of Burlington Northern the development of Burlington Northern the development of Burlington
Northern the development of Burlington Northern the development of Burlington Northern the development of Burlington Northern the development of Burlington Northern the development
of Burlington Northern the development of Burlington Northern the development of Burlington Northern the development of Burlington Northern the development of Burlington Northern the
development of Burlington Northern
needsneedsneeds
Santa Fe Railway (BNSF) Santa Fe Railway (BNSF) Santa Fe Railway (BNSF) Santa Fe Railway (BNSF) Santa Fe Railway (BNSF) Santa Fe Railway (BNSF) Santa Fe Railway (BNSF) Santa Fe Railway
(BNSF) Santa Fe Railway (BNSF) Santa Fe Railway (BNSF) Santa Fe Railway (BNSF)
Be scalable and proactiveBe scalable and proactiveBe scalable and proactiveBe scalable and proactiveBe scalable and proactiveBe scalable and proactive
-Regular outreachRegular outreachRegular outreachRegular outreachRegular outreachRegular outreachRegular outreachRegular outreachRegular outreachRegular outreachRegular outreach
Sustain a positive, supportive cultureSustain a positive, supportive cultureSustain a positive, supportive cultureSustain a positive, supportive cultureSustain a positive, supportive
cultureSustain a positive, supportive cultureSustain a positive, supportive cultureSustain a positive, supportive cultureSustain a positive, supportive culture
-Develop further service optionsDevelop further service optionsDevelop further service optionsDevelop further service optionsDevelop further service optionsDevelop further service optionsDevelop
further service optionsDevelop further service optionsDevelop further service optionsDevelop further service optionsDevelop further service optionsDevelop further service options
Build and sustain a place where Build and sustain a place where Build and sustain a place where Build and sustain a place where Build and sustain a place where Build and sustain a
place where
Expansion into Collin CountyExpansion into Collin CountyExpansion into Collin CountyExpansion into Collin CountyExpansion into Collin CountyExpansion into Collin CountyExpansion into
Collin CountyExpansion into Collin CountyExpansion into Collin CountyExpansion into Collin CountyExpansion into Collin CountyExpansion into Collin County
people want to workpeople want to workpeople want to workpeople want to work
-Grow relationships with communities Grow relationships with communities Grow relationships with communities Grow relationships with communities Grow relationships with communities Grow
relationships with communities Grow relationships with communities Grow relationships with communities Grow relationships with communities Grow relationships with communities Grow relationships
with communities Grow relationships with communities Grow relationships with communities Grow relationships with communities
Build a pipeline of talent for Build a pipeline of talent for Build a pipeline of talent for Build a pipeline of talent for Build a pipeline of talent for Build a pipeline of talent
for Build a pipeline of talent for
along the Burlington Northern Santa along the Burlington Northern Santa along the Burlington Northern Santa along the Burlington Northern Santa along the Burlington Northern Santa along
the Burlington Northern Santa along the Burlington Northern Santa along the Burlington Northern Santa along the Burlington Northern Santa along the Burlington Northern Santa along the
Burlington Northern Santa along the Burlington Northern Santa
successionsuccessionsuccession
Fe Railway (BNSF) corridor for future Fe Railway (BNSF) corridor for future Fe Railway (BNSF) corridor for future Fe Railway (BNSF) corridor for future Fe Railway (BNSF) corridor for
future Fe Railway (BNSF) corridor for future Fe Railway (BNSF) corridor for future Fe Railway (BNSF) corridor for future Fe Railway (BNSF) corridor for future
serviceserviceservice
FinanceFinanceFinanceFinanceFinanceFinanceFinance
-Sustain relationship with theSustain relationship with theSustain relationship with theSustain relationship with theSustain relationship with theSustain relationship with theSustain
relationship with theSustain relationship with theSustain relationship with theSustain relationship with the
Sustain our solid position and Sustain our solid position and Sustain our solid position and Sustain our solid position and Sustain our solid position and Sustain our solid position
and Sustain our solid position and
McKinney Urban Transit District (MUTD)McKinney Urban Transit District (MUTD)McKinney Urban Transit District (MUTD)McKinney Urban Transit District (MUTD)McKinney Urban Transit District
(MUTD)McKinney Urban Transit District (MUTD)McKinney Urban Transit District (MUTD)McKinney Urban Transit District (MUTD)McKinney Urban Transit District (MUTD)McKinney Urban Transit
District (MUTD)McKinney Urban Transit District (MUTD)McKinney Urban Transit District (MUTD)McKinney Urban Transit District (MUTD)McKinney Urban Transit District (MUTD)McKinney Urban
Transit District (MUTD)
practicespracticespractices
-Growth within underserved areasGrowth within underserved areasGrowth within underserved areasGrowth within underserved areasGrowth within underserved areasGrowth within underserved
areasGrowth within underserved areasGrowth within underserved areasGrowth within underserved areasGrowth within underserved areasGrowth within underserved areasGrowth within underserved
areasGrowth within underserved areasGrowth within underserved areasGrowth within underserved areasGrowth within underserved areasGrowth within underserved areas
Sustainable funding for Sustainable funding for Sustainable funding for Sustainable funding for Sustainable funding for Sustainable funding for
Strategic acquisition of property, property use Strategic acquisition of property, property use Strategic acquisition of property, property use Strategic acquisition of property, property
use Strategic acquisition of property, property use Strategic acquisition of property, property use Strategic acquisition of property, property use Strategic acquisition of property,
property use Strategic acquisition of property, property use Strategic acquisition of property, property use Strategic acquisition of property, property use Strategic acquisition of
property, property use Strategic acquisition of property, property use Strategic acquisition of property, property use Strategic acquisition of property, property use Strategic acquisition
of property, property use Strategic acquisition of property, property use Strategic acquisition of property, property use Strategic acquisition of property, property use
improvements and expansionimprovements and expansionimprovements and expansionimprovements and expansionimprovements and expansionimprovements and expansionimprovements and expansionimprovements
and expansion
rights and right-of-wayrights and right-of-wayrights and right-of-wayrights and right-of-wayrights and right-of-wayrights and right-of-wayrights and right-of-wayrights and right-of-wayrights
and right-of-wayrights and right-of-way
Embrace technological changesEmbrace technological changesEmbrace technological changesEmbrace technological changesEmbrace technological changesEmbrace technological changesEmbrace
technological changesEmbrace technological changesEmbrace technological changesEmbrace technological changesEmbrace technological changesEmbrace technological changes
Judicious use of agency debtJudicious use of agency debtJudicious use of agency debtJudicious use of agency debtJudicious use of agency debtJudicious use of agency debtJudicious use
of agency debtJudicious use of agency debtJudicious use of agency debtJudicious use of agency debtJudicious use of agency debt
3
V2/3.22.18
FY 17 YEAR-END REVIEW
1. Progress since FY17 Strategic Planning Guidance Report (adopted in March 2017)
Implemented bus service changes (consistent headways, improved coordination) in Lewisville,
Denton and Highland Village
Single Car Operations Safe, sustained single car operation has been in place since Q2FY17
Positive Train Control (PTC) 100 percent of installation complete, testing pending
McKinney Urban Transit District (MUTD) Coordination Executed service contract with City of
McKinney (on behalf of MUTD) for elderly/disabled service in McKinney, Celina, Prosper, Melissa
and Princeton
Strategic acquisitions initiated
$178,200 in federal grants beyond formula funds and 5M transportation development credits
(TDCs) awarded to DCTA in FY17
2. Ridership
DCTA SYSTEM RIDERSHIP BY FISCAL YEAR
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
FY04FY05FY06FY07FY08FY09FY10FY11FY12FY13FY14FY15FY16FY17
3. Remaining Challenges
Ridership (particularly rail) declines
Beginning dynamic testing of Positive Train Control (PTC) system
Completion of strategic acquisitions
*Fiscal Year: Oct. 1 - Sept. 30
4
SPECIFIC GOALS
Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next
12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals
(within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate
Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)Immediate Goals (within next 12 months)
Enhance Outreach to StakeholdersEnhance Outreach to StakeholdersEnhance Outreach to StakeholdersEnhance Outreach to StakeholdersEnhance Outreach to StakeholdersEnhance Outreach to
StakeholdersEnhance Outreach to StakeholdersEnhance Outreach to StakeholdersEnhance Outreach to StakeholdersEnhance Outreach to StakeholdersEnhance Outreach to StakeholdersEnhance Outreach
to StakeholdersEnhance Outreach to Stakeholders
-Conduct a forum/round table with leadership of member citiesConduct a forum/round table with leadership of member citiesConduct a forum/round table with leadership of member citiesConduct
a forum/round table with leadership of member citiesConduct a forum/round table with leadership of member citiesConduct a forum/round table with leadership of member citiesConduct a
forum/round table with leadership of member citiesConduct a forum/round table with leadership of member citiesConduct a forum/round table with leadership of member citiesConduct a forum/round
table with leadership of member citiesConduct a forum/round table with leadership of member citiesConduct a forum/round table with leadership of member citiesConduct a forum/round table
with leadership of member citiesConduct a forum/round table with leadership of member citiesConduct a forum/round table with leadership of member citiesConduct a forum/round table with
leadership of member citiesConduct a forum/round table with leadership of member citiesConduct a forum/round table with leadership of member cities
-Expand to include:Expand to include:Expand to include:Expand to include:
--Communities along existing A-train corridorCommunities along existing A-train corridorCommunities along existing A-train corridorCommunities along existing A-train corridorCommunities
along existing A-train corridorCommunities along existing A-train corridorCommunities along existing A-train corridorCommunities along existing A-train corridorCommunities along existing
A-train corridorCommunities along existing A-train corridor
--Potential new member communitiesPotential new member communitiesPotential new member communitiesPotential new member communitiesPotential new member communitiesPotential new member
communitiesPotential new member communitiesPotential new member communitiesPotential new member communities
---Potential contract service areasPotential contract service areasPotential contract service areasPotential contract service areasPotential contract service areasPotential contract
service areasPotential contract service areasPotential contract service areasPotential contract service areas
-Deliver our good news in multiple forums on a regular basis Deliver our good news in multiple forums on a regular basis Deliver our good news in multiple forums on a regular basis Deliver
our good news in multiple forums on a regular basis Deliver our good news in multiple forums on a regular basis Deliver our good news in multiple forums on a regular basis Deliver our
good news in multiple forums on a regular basis Deliver our good news in multiple forums on a regular basis Deliver our good news in multiple forums on a regular basis Deliver our good
news in multiple forums on a regular basis Deliver our good news in multiple forums on a regular basis Deliver our good news in multiple forums on a regular basis Deliver our good news
in multiple forums on a regular basis Deliver our good news in multiple forums on a regular basis Deliver our good news in multiple forums on a regular basis Deliver our good news in
multiple forums on a regular basis
Increase RidershipIncrease RidershipIncrease RidershipIncrease RidershipIncrease RidershipIncrease Ridership
-Assess where our riders go and what they valueAssess where our riders go and what they valueAssess where our riders go and what they valueAssess where our riders go and what they valueAssess
where our riders go and what they valueAssess where our riders go and what they valueAssess where our riders go and what they valueAssess where our riders go and what they valueAssess
where our riders go and what they valueAssess where our riders go and what they valueAssess where our riders go and what they valueAssess where our riders go and what they valueAssess
where our riders go and what they valueAssess where our riders go and what they value
-Develop possible service enhancements in existing service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing service
areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing
service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing
service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing
service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing
service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing
service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing service areasDevelop possible service enhancements in existing
service areas
-Propose fare structure changes to improve ridershipPropose fare structure changes to improve ridershipPropose fare structure changes to improve ridershipPropose fare structure changes
to improve ridershipPropose fare structure changes to improve ridershipPropose fare structure changes to improve ridershipPropose fare structure changes to improve ridershipPropose
fare structure changes to improve ridershipPropose fare structure changes to improve ridershipPropose fare structure changes to improve ridershipPropose fare structure changes to improve
ridershipPropose fare structure changes to improve ridershipPropose fare structure changes to improve ridershipPropose fare structure changes to improve ridershipPropose fare structure
changes to improve ridershipPropose fare structure changes to improve ridership
-
--Provide regional leadership in innovative services (Transportation Network Companies Provide regional leadership in innovative services (Transportation Network Companies Provide regional
leadership in innovative services (Transportation Network Companies Provide regional leadership in innovative services (Transportation Network Companies Provide regional leadership
in innovative services (Transportation Network Companies Provide regional leadership in innovative services (Transportation Network Companies Provide regional leadership in innovative
services (Transportation Network Companies Provide regional leadership in innovative services (Transportation Network Companies Provide regional leadership in innovative services (Transportation
Network Companies Provide regional leadership in innovative services (Transportation Network Companies Provide regional leadership in innovative services (Transportation Network Companies
Provide regional leadership in innovative services (Transportation Network Companies Provide regional leadership in innovative services (Transportation Network Companies Provide regional
leadership in innovative services (Transportation Network Companies Provide regional leadership in innovative services (Transportation Network Companies Provide regional leadership
in innovative services (Transportation Network Companies Provide regional leadership in innovative services (Transportation Network Companies Provide regional leadership in innovative
services (Transportation Network Companies Provide regional leadership in innovative services (Transportation Network Companies Provide regional leadership in innovative services (Transportation
Network Companies Provide regional leadership in innovative services (Transportation Network Companies Provide regional leadership in innovative services (Transportation Network Companies
-Prepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare a feasible plan to add a station near North Central Texas College (NCTC) in CorinthPrepare
a feasible plan to add a station near North Central Texas College (NCTC) in Corinth
Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than
Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD)
no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration
(RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service
Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue
Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control
(PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive
Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin
Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec.
31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later
than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration
(RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service
Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue
Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control
(PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive
Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin
Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec.
31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later than Dec. 31, 2018Begin Positive Train Control (PTC) Revenue Service Demonstration (RSD) no later
than Dec. 31, 2018
Execute long-term agreement with the University of North TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North
TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North
TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North
TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North
TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North
TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North
TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North
TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North
TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North TexasExecute long-term agreement with the University of North
Texas
Complete last section of the A-train Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail
TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train
Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train
Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train
Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train
Rail TrailComplete last section of the A-train Rail TrailComplete last section of the A-train Rail Trail
Prepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north and
southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north
and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north
and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north
and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north
and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north
and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north
and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north and southPrepare initial analysis of A-train extensions north
and south
Develop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package
to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight
corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter
railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative
package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of
freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter
railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative
package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of
freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter
railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative
package to allow use of freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter railDevelop legislative package to allow use of
freight corridors for commuter railDevelop legislative package to allow use of freight corridors for commuter rail
Develop options to consider brand change/agency renamingDevelop options to consider brand change/agency renamingDevelop options to consider brand change/agency renamingDevelop options
to consider brand change/agency renamingDevelop options to consider brand change/agency renamingDevelop options to consider brand change/agency renamingDevelop options to consider brand
change/agency renamingDevelop options to consider brand change/agency renamingDevelop options to consider brand change/agency renamingDevelop options to consider brand change/agency
renamingDevelop options to consider brand change/agency renamingDevelop options to consider brand change/agency renamingDevelop options to consider brand change/agency renamingDevelop
options to consider brand change/agency renamingDevelop options to consider brand change/agency renamingDevelop options to consider brand change/agency renamingDevelop options to consider
brand change/agency renamingDevelop options to consider brand change/agency renamingDevelop options to consider brand change/agency renaming
Short-Term Goals (within next 24 months)Short-Term Goals (within next 24 months)Short-Term Goals (within next 24 months)Short-Term Goals (within next 24 months)Short-Term Goals (within
next 24 months)Short-Term Goals (within next 24 months)Short-Term Goals (within next 24 months)Short-Term Goals (within next 24 months)Short-Term Goals (within next 24 months)Short-Term
Goals (within next 24 months)Short-Term Goals (within next 24 months)Short-Term Goals (within next 24 months)Short-Term Goals (within next 24 months)Short-Term Goals (within next 24
months)Short-Term Goals (within next 24 months)Short-Term Goals (within next 24 months)
Implement safety and security enhancementsImplement safety and security enhancementsImplement safety and security enhancementsImplement safety and security enhancementsImplement safety
and security enhancementsImplement safety and security enhancementsImplement safety and security enhancementsImplement safety and security enhancementsImplement safety and security
enhancementsImplement safety and security enhancementsImplement safety and security enhancementsImplement safety and security enhancements
Complete strategic acquisitionsComplete strategic acquisitionsComplete strategic acquisitionsComplete strategic acquisitionsComplete strategic acquisitionsComplete strategic acquisitionsComplete
strategic acquisitionsComplete strategic acquisitionsComplete strategic acquisitionsComplete strategic acquisitionsComplete strategic acquisitions
Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values
(ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership
and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations
that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate
development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher
Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property
values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow
ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near
stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate
development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher
Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property
values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow
ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate development near
stations that will grow ridership and property values (ex. Higher Education)Facilitate development near stations that will grow ridership and property values (ex. Higher Education)Facilitate
development near stations that will grow ridership and property values (ex. Higher Education)
Long-Term Goals (within next 2-5+ years)Long-Term Goals (within next 2-5+ years)Long-Term Goals (within next 2-5+ years)Long-Term Goals (within next 2-5+ years)Long-Term Goals (within
next 2-5+ years)Long-Term Goals (within next 2-5+ years)Long-Term Goals (within next 2-5+ years)Long-Term Goals (within next 2-5+ years)Long-Term Goals (within next 2-5+ years)Long-Term
Goals (within next 2-5+ years)Long-Term Goals (within next 2-5+ years)
Implement A-train extensionsImplement A-train extensionsImplement A-train extensionsImplement A-train extensionsImplement A-train extensionsImplement A-train extensionsImplement A-train
extensionsImplement A-train extensionsImplement A-train extensionsImplement A-train extensions
Execute long-term agreement with Texas Womens University (TWU)Execute long-term agreement with Texas Womens University (TWU)Execute long-term agreement with Texas Womens University
(TWU)Execute long-term agreement with Texas Womens University (TWU)Execute long-term agreement with Texas Womens University (TWU)Execute long-term agreement with Texas Womens University
(TWU)Execute long-term agreement with Texas Womens University (TWU)Execute long-term agreement with Texas Womens University (TWU)Execute long-term agreement with Texas Womens University
(TWU)Execute long-term agreement with Texas Womens University (TWU)Execute long-term agreement with Texas Womens University (TWU)Execute long-term agreement with Texas Womens University
(TWU)Execute long-term agreement with Texas Womens University (TWU)Execute long-term agreement with Texas Womens University (TWU)Execute long-term agreement with Texas Womens University
(TWU)Execute long-term agreement with Texas Womens University (TWU)
Implement service on Burlington Northern Santa Fe Railway (BNSF) from Belt Line to CelinaImplement service on Burlington Northern Santa Fe Railway (BNSF) from Belt Line to CelinaImplement
service on Burlington Northern Santa Fe Railway (BNSF) from Belt Line to CelinaImplement service on Burlington Northern Santa Fe Railway (BNSF) from Belt Line to CelinaImplement service
on Burlington Northern Santa Fe Railway (BNSF) from Belt Line to CelinaImplement service on Burlington Northern Santa Fe Railway (BNSF) from Belt Line to CelinaImplement service on
Burlington Northern Santa Fe Railway (BNSF) from Belt Line to CelinaImplement service on Burlington Northern Santa Fe Railway (BNSF) from Belt Line to CelinaImplement service on Burlington
V2/3.22.18
ONGOING GOALS
Deliver our good news in multiple forums on a regular basis
Sustain strong audit results
Sustain a positive and supporting workplace environment
Implement business approach as a broker of services
TARGETED SERVICES
ACCESS/TNC/ON-COMMUTER
CURRENT
VANPOOLBUSRAIL
ELD/DISDEMANDBUS
ACTIVELY
LEWISVILLE
PURSUING
HIGHLAND
VILLAGE
IDENTIFYING
**
OPPORTUNITIES
DENTON
*NCTC CONTRACT
*
CORINTH
**INCLUDES UNT CONTRACT
***TROPHY CLUB, NORTH LAKE,
LITTLE ELM
JUSTIN, ROANOKE
FLOWER
*
MOUND
THE
COLONY
35W
CORRIDOR
FRISCO
PROSPER
CELINA
MCKINNEY
MELISSA
PRINCETON
LOWRY
CROSSING
SW DENTON
COUNTY***
6
DENTON AND COLLIN COUNTY MAP
DENTON COUNTY TRANSPORTATION AUTHORITY
POTENTIAL
COMMUTER RAIL
EXPLORING
ALTERNATIVES FOR
NORTHERN EXPANSION
POTENTIAL
NEW STATION
ENHANCED
COMMUTER BUS
7
V2/3.22.18
A-TRAIN STATIONS
A-TRAIN LINE
A-TRAIN EXTENSION
UNION PACIFIC RAILWAY
KCS LINE
COTTON BELT
I-35W
SRT 121
BURLINGTON NORTHERN
POTENTIAL
SANTA FE RAILWAY
COMMUTER BUS
DCTA MEMBER CITIES
DART MEMBER CITIES
DCTA SERVICE AREA
TRINITY METRO
MEMBER CITIES
8
ABOUT DCTA
Agency Background
Established Under Texas Transportation Code Chapter 460
(2002)
Supported by 1/2¢ Sales Tax from Denton, Highland Village and
Lewisville (2003)
DCTA Began Bus Service (October 2005)
A-train Began Revenue Service (June 2011)
14-Member Board of Directors (Appointed)
Agency Facts
22 Bus RoutesParatransit Services
A-train Commuter RailCommuter Vanpool
SERVICES
Demand-Response ServicesTNC/Taxi
Carried Over 2.9 Million Passengers in FY17
RIDERSHIP
Integrated Ride Share Services
Taxi Partnership
INNOVATION
Real-Time Travel Tools
Financial and Transparency Awards
20 Marketing and Communications Awards in FY17
LEADERSHIP
Regional Involvement (Regional Transportation Council \[RTC\]/
Surface Transportation Technical Committee \[STTC\])
*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept.
30*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept.
30*Fiscal Year: Oct. 1 - Sept. 30
9
V2/3.22.18
ABOUT DCTA (CONTINUED)
DCTA Value Proposition
DCTA understands suburban communities
and high-growth areas.
DCTA is leading the country with innovative
on-demand mobility solutions.
10
DCTA SOURCES AND USES OF FUNDS (5-YEAR HISTORY)
SOURCES OF FUNDS - FIVE YEAR TREND
$40
STATE OPERATING GRANTS
$35
FEDERAL OPERATING GRANTS
$30
SALES TAX REVENUE
$25
OTHER REVENUES
$20
CONTRACT SERVICE REVENUE
$15
PASSENGER FARES
$10
$5
$
FY13FY14FY15FY16FY17
REVENUEREVENUEREVENUEREVENUEREVENUE
USES OF FUNDS - FIVE YEAR TREND
$30
$25
GENERAL & ADMIN EXPENSES
CONTRACT BUS OPERATIONS EXPENSES
$20
CONTRACT RAIL OPERATIONS EXPENSES
$15
$10
$5
$
FY13FY14FY15FY16FY17
EXPENSEEXPENSEEXPENSEEXPENSEEXPENSE
*Fiscal Year: Oct. 1 - Sept. 30*Fiscal Year: Oct. 1 - Sept. 30
11
V2/3.22.18
KEY RELATIONSHIPS
KEY RELATIONSHIPS
Denton, Highland Village and Lewisville Federal and State Regulatory Agencies
Denton County/Collin County Transportation Coalitions
- Dallas Regional Mobility Coalition (DRMC)
North Central Texas Council of Governments
- Tarrant Regional Transportation Coalition
(NCTCOG)/Regional Transportation Council (RTC)
(TRTC)
Dallas Area Rapid Transit (DART)
Corridor Groups
Trinity Metro (formerly Fort Worth Transportation
- I-35W Corridor Coalition
Authority)
Trade Organizations
Senior Programs for Aging Needs (SPAN)
- American Public Transportation
Higher Education
Association (APTA)
- University of North Texas (UNT)
- South West Transit Association (SWTA)
- Texas Womens University (TWU)
- Texas Transit Association (TTA)
- North Central Texas College (NCTC)
Texas Legislature/US Congress
Contract Communities (Frisco)
Federal Transit Administration (FTA)
McKinney Urban Transit District (MUTD)
Federal Railroad Administration (FRA)
Alliance Texas Area
Texas Department of Transportation (TxDOT)
12
CONGESTION MAPS
DCTA is an active contributor to the Mobility 2045 Plan in order to:
Continue existing service to meet the needs of the communities we serve
Improve existing services to meet the demands of an ever-growing region
Lead innovation to improve mobility solutions within the region
Denton and Collin Counties have experienced rapid growth prior to 2017, and that growth will continue well into the future
13
V2/3.22.18
*
DCTA continually monitors the growing levels of congestion and delay in order to:
Properly prepare for the rapid growth of up to 12M people in our service area
Develop mobility options to provide alternatives to the single occupant vehicle
to improve air quality
Mitigate designation as a non-attainment area (air quality standards) to
improve health and the possibility of losing federal funds
While much of this growth has occurred without the support of public transportation, building road congestion and lack
of space for expansion will limit potential growth
Clear need demonstrated for accessible transportation options
*2040 maps will be updated with the 2045 maps when available
14
A-TRAIN RAIL TRAIL
A-TRAIN RAIL TRAIL STATUS AS OF 3/2018
DOWNTOWN DENTON HICKORY STREET
TRANSIT CENTER (DDTC)
DCTA - Completed 6/2011
8 MILES
with A-train Corridor
SWISHER ROAD
Lake Cities - Completion 5/2018
1.5 MILES
TxDOT Transportation Enhancements Program
KELTON AVENUE
TxDOT - Completion 6/2018
2 MILES
I-35 Bridge Construction
HV/LL STATIONGARDEN RIDGE
DCTA - Completion 4/2019
3.3 MILES
TxDOT Transportation Alternatives Program
OLD TOWN STATIONMILL STREET
DCTA - Completed 2/2016
3.3 MILES
TxDOT Transportation Enhancement Program
HEBRON STATIONHEBRON PARKWAY
NCTCOG Coalition - Planning Study Funded
2.8 MILES
WEST TRINITY
MILLS ROAD
TRINITY MILLS STATION
15
V2/3.22.18
GLOSSARY
APTA American Public Transportation Association
Burlington Northern Santa Fe Railway
BNSF
Dallas Area Rapid Transit
DART
Denton County Transportation Authority
DCTA
DRMC Dallas Regional Mobility Coalition
FRA Federal Railroad Administration
FTA Federal Transit Administration
McKinney Urban Transit District
MUTD
North Central Texas College
NCTC
North Central Texas Council of Governments
NCTCOG
RTC Regional Transportation Council
SPAN Senior Programs for Aging Needs
STTC Surface Transportation Technical Committee
South West Transit Association
SWTA
Transportation Development Credit
TDC
Transportation Network Company
TNC
TOD Transit Oriented Development
TRTC Tarrant Regional Transportation Coalition
TTA Texas Transit Association
Texas Womens University
TWU
Texas Department of Transportation
TxDOT
University of North Texas
UNT
UTD Urban Transit District
16
RESOLUTION
1717
V2/3.22.18
NOTES
18
City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-561,Version:1
AGENDA CAPTION
Receiveareport,holdadiscussionandgivestaffdirectionregardinganamendmenttoSection2-29(City
CouncilRulesofProcedure)oftheCityofDentonCodeofOrdinancesrelatedtoSubsection(G)(4)(Recording
of Votes) to include the recording of votes for each council member within all city ordinances and resolutions.
City of DentonPage 1 of 1Printed on 4/6/2018
powered by Legistar™
City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-605,Version:1
AGENDA CAPTION
Receiveareport,holdadiscussionandgivestaffdirectionregardingthecreationofanAd-HocDevelopment
CodeReviewCommitteetoconsiderandadvisetheCityCouncilwhetherandinwhatmannertoamendthe
current Denton Development Code.
City of DentonPage 1 of 1Printed on 4/6/2018
powered by Legistar™
City of Denton
City Hall
215 E. McKinney Street
Denton, Texas
www.cityofdenton.com
_____________________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT: Department of Development Services
CM: Todd Hileman
DATE: April 10, 2018
SUBJECT
Receive a report, hold a discussion and give staff direction regarding the creation of an Ad Hoc
Development Code Review Committee to consider and advise the City Council whether and in what manner
to amend the current Denton Development Code.
BACKGROUND
Prior to the passage and adoption of this Resolution, the Ad Hoc Development Code Review Committee
and Council Committees, which handbook was last revised by the City Council via Resolution No. 2015-
023. Resolution No. 2015-023 did not specify a number of subjects relating to the scope and operation of
requirements, among other things.
assistance of an outside consultant, Clarion Associates. Clarion Associates and City Staff have completed
drafts of the proposed DDC amendments to present to the City Council, the general public and the Ad Hoc
Development Code
The City Council has requested to review the proposed DDC amendments in depth and make
recommendations to the full City Council body.
The question was raised whether the City Council could approve the creation of a distinct Development
Code Review Committee to assist in the drafting process of the 2018 Denton Development Code re-write.
review the proposed 2018 Denton Development Code. In addition, it was proposed to consider establishing
a sunset date should be attached to the existence of the Development Code Review Committee and consider
revisions to the structure of the Committee.
Since the previously created Ad Hoc Development Code Review Committee has already met, discussed
and taken action in reviewing the proposed Denton Development Code amendment presented by Clarion
Associates and by City Staff, it is recommended that the City Council also consider ratifying the
RECOMMENDATION
Deny the creation of the Denton Development Code Review Committee;
Approve the proposed draft resolution creating the Development Code Review Committee, as evidenced
in Exhibit 2; or
Approve the creation of a Development Code Review Committee AND propose an alternative structure
and scope, from that proposed in Exhibit 2, for the Development Code Review Committee.
PRIOR ACTION/REVIEW (Council, Boards, Commissions)
The proposed draft resolution has been included as Exhibit 2. Pending direction from the City Council
during this Work Session, this resolution (or a variation of the same as may be directed by City Council)
Session item.
EXHIBITS
1. Agenda Information Sheet
2. Proposed Draft Resolution
Respectfully submitted:
Scott A. McDonald
Director of Development Services /
Chief Building Official
City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-624,Version:1
AGENDA CAPTION
Receive a report, hold a discussion, and give staff direction regarding the development of an ethics policy for
all City of Denton employees.
City of DentonPage 1 of 1Printed on 4/6/2018
powered by Legistar™
City of Denton
City Hall
215 E. McKinney Street
Denton, Texas
www.cityofdenton.com
_____________________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT: Procurement/Compliance
CM/ DCM/ ACM: Todd Hileman
DATE: April 10, 2018
SUBJECT
Receive a report, hold a discussion, and give staff direction regarding the development of an ethics policy
for all City of Denton employees.
BACKGROUND
A Charter Election was held on November 7, 2017 for the purpose of submitting to voters five propositions
for amendments to the Denton City Charter. Proposition D approved the adoption of an ethics ordinance by
the City Council. The City Council hired outside attorney Alan Bojorquez on November 14, 2017 to
facilitate the development of the ethics ordinance. Council has worked through five sessions with Mr.
Bojorquez to draft the ordinance that, when adopted, will apply to City Officials, department heads
appointed by Council, and vendors.
In an effort to hold all City employees to the same ethical standards as City Officials, staff has drafted a
separate ethics policy to reinforce our commitment to ethical behavior.
policies and procurement manual have collectively served as a code of conduct for all City employees.
While these policies address many issues related to ethical behavior, they have gaps which the drafted ethics
policy aims to fill. The ethics policy also serves as a resource for employees, setting expectations and
helping to ensure employees are performing their duties in a manner that will protect them as well as
enhance the credibility of the organization.
The ethics policy will cover the following:
Conflicts of interest, including disclosure and recusal
o A conflict of interest is a situation in which personal and/or financial considerations have
the potential to influence or compromise professional judgment or actions. In order to
dress conflicts of
interest through disclosure and recusal.
o To ensure the procurement process operates in a fair and equitable manner, employees
involved in a formal solicitation must submit a disclosure form before any solicitation
material will be shared with them. If a conflict of interest is identified, the employee will be
recused from any decision-making, influence, or solicitations that involve the vendor or
individual(s) identified in the conflict.
Nepotism
o In a department comprised of more than one operational division, an applicant related within
the third degree of marriage or blood to a City employee employed in that operational division
will not be eligible for employment within the same division.
Gifts, meals, and events
o Employees shall neither solicit nor accept gifts, meals, or entertainment offered from an
individual, business, or organization due to their position with the City.
o Examples of prohibited gifts, meals, and events include:
Meals provided by vendors;
Attending hospitality events sponsored by vendors in connection with a conference;
Cash and gift cards;
Tickets for entertainment; and
Raffle items at conferences.
o Exceptions include:
Meals included as part of a community event where attendance by the employee is
required as part of their essential duties (e.g., National Night Out);
Transportation, registration, meals, or lodging provided due to a speech or service
the employee rendered at the event;
Items included in event registration and available to all attendees (e.g., conference
).
Serving on boards and commissions
o Employees serving as members of boards, commissions, or associations that have business with
the City through contract or financial support will require disclosure and approval to avoid
appearance of favoritism, impropriety, and/or conflicts of interest.
Confidential information
o An employee shall not intentionally, knowingly, or recklessly disclose any confidential
information gained by their position concerning the property, operations, policies or affairs
of the City.
Secondary employment
o It is the intention of the policy to protect the employee and the City from unintended
consequences, including conflicts of interest, from secondary employment. Prior to engaging
in secondary employment, whether as an employee at another organization, independent
contractor, or self-employed, an employee must request prior approval through their immediate
supervisor and department head.
Use of City resources
o An employee shall not use, request, or permit the use of City facilities, personnel, equipment,
supplies, or time for private purposes while on City duty.
Use of social media
o Employees should be mindful that social media and internet postings, even when done off
duty, may cause unintended reactions from the public or consequences to the City and its
officials and employees. Employees must take great care to make it clear that their personal
opinions are their own and do not represent the official position of the City.
Political activity
o Employees may not engage in political activity while on duty. Employees shall not engage
in any conduct in relation to a political campaign which would have the effect of limiting
the efficiency of City employees, interfering with or disrupting City operations or functions,
Actions of others
o An employee shall not intentionally or knowingly assist or induce, or attempt to assist or
induce, any person to violate any provision in this Ethics policy. An employee shall not
violate the provisions of the policy through the acts of another.
Reporting unethical conduct
o If an employee witnesses or has knowledge that inappropriate, unlawful, or unethical
conduct has occurred, they have a duty to report the actions or behavior through the
appropriate channels.
Every effort has been made to ethics ordinance, where applicable. Other methods used to
draft the employee ethics policy were government best practices and a sampling of other municipal ethics
policies. As staff continues to refine and implement the ethics policy, modifications may be brought back
to Council for consideration at a future date. Staff is conducting a comprehensive review of all personnel
policies and the procurement manual. These will be brought back to Council for consideration at a future
date.
Below is a matrix showing the main sections covered in the ethics ordinance and the employee ethics policy:
Ordinance Policy
City Officials, Former City
City Employees
Applicability
Officials, Vendors, Complainant(s)
Business entity, Financial, Business entity, Financial,
Conflicts of Interest
Relatives, Pending matter Relatives
Cash, cash equivalents,
Cash, extension of credit, property, merchandise, food baskets/trays,
services, meals, entertainment, meals, transportation, lodging,
Gift Definition
travel entertainment, use of facilities or
property, discounts
<$50 per gift, <$200 multiple gifts No gifts, limited exceptions
Gift Value (per year)
Donation Donation and disclosure
Gift acceptance
Included Included
Outside Employment
Included Included
Misuse of Information
Included Included
Improper Influence
Included Included
Abuse of Resources
Included Included
Training
Not applicable Included
Political Activity
Included Included in separate policies
Abuse of Position
Included Included
Nepotism
Not included Included
Social Media
Included Included
Representation of Others
Included Included
Duty to report
Included Included
Complaints
Included Not Included
Board of Ethics
PRIOR ACTION/REVIEW (Council, Boards, Commissions)
November 14, 2017- City Council directed staff to hire attorney Alan Bojorquez.
December 2017 to February 2018 - Five meetings with attorney Alan Bojorquez were held to draft the
ethics ordinance.
ESTIMATED SCHEDULE OF PROJECT
Council adoption of a resolution approving the employee ethics policy is scheduled for April 17, 2018.
STRATEGIC PLAN RELATIONSHIP
-oriented road map that will help the City achieve its vision.
The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence;
Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and
Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this
specific City Council agenda item contributes most directly to the following KFA and goal:
Related Key Focus Area: Organizational Excellence
Related Goal: 1.2 Develop a high-performance work force
EXHIBITS
Exhibit 1 - Agenda Information Sheet
Exhibit 2 - Ethics policy
Exhibit 3 - Presentation
Respectfully submitted:
Cassey Ogden
Director of Procurement & Compliance
CITY OF DENTON PAGE 1 OF 14
POLICY/ADMINISTRATIVE PROCEDURE/ADMINISTRATIVE DIRECTIVE
REFERENCE NUMBER:
SECTION: Human Resources
10.00
INITIAL EFFECTIVE DATE:
SUBJECT: Ethics
LAST REVISION DATE:
TITLE: Ethics
POLICY STATEMENT
Public service is a public trust of which all City employees are stewards. It is essential that the public has
confidence in those who act on their behalf in government.
demand the highest standards of ethical behavior from all employees. The purpose of this policy is to set ethical
expectations and guidelines, foster an environment of integrity and impartiality, and thereby enhance
ability to function effectively.
best interest of the organization
and public, risks are minimized and public trust is strengthened. Each City employee must strive to adhere to
the technical compliance and principles set forth in this policy. It is not the purpose of this policy to provide a
mechanism to defame, harass, or abuse employees or to exploit personal grudges.
This policy is not all-inclusive. It is supplemental to all applicable City policies, ordinances, and State/Federal
laws and regulations. Employees are expected to use reasonable judgement for decisions that are not outlined
in this or other City policies. Other policies may be referenced for more detailed information.
ADMINISTRATIVE PROCEDURES
I.Conflicts of Interest
A conflict of interest is a situation in which personal and/or financial considerations have the potential to
influence or compromise professional judgment or actions. Conflicts of interest are challenging
organizational concerns because they are subject to sensitivities based on perception. In order to manage
the associated risks, real or perceived, i
disclosure and recusal.
A. General Rules
Employees shall be proactive and transparent with any relationships that are a potential conflict of
interest. Employees shall avoid actions or conduct that they know or should know is likely to impact
the personal or financial interests of:
The employee;
member of the household;
An outside client or secondary employer of the employee;
HR/POLICY/10.00 APPROVED BY: (RESOLUTION #)
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A client or ;
An entity for which the employee serves as an officer, director, or policy maker;
A board or committee to which the employee is appointed; or a person or entity with whom the
employee or their spouse solicited, received, or accepted an offer of employment or business
opportunity within the past twelve (12) months.
B. Disclosure and Recusal
Employees shall proactively report and submit a disclosure form for any relationship that presents a
potential conflict of interest as soon as they are aware of the conflict. Employees involved in a
purchase or solicitation must submit the required disclosure forms before any solicitation material will
be shared with them. The disclosure forms will be reviewed by Purchasing, Compliance, and Legal to
determine if a conflict exists. If a conflict is identified, the employee will be recused from any
decision-making, influence, or solicitations that involve the vendor or individual(s) identified in the
conflict.
C. Training
Employees shall complete annual training regarding this policy.
II. Private Interests
Employees shall not use their position with the City to receive special treatment for themselves or
anyone else;
Employees shall not use their position with the City to unfairly hurt the private interests of
another;
Employees shall not represent a private interest before the City for compensation;
Employees shall not present private interests to Council, boards, or committees that conflicts with
duties, assignments, or projects for which they are involved and/or have decision making
authority;
Employees shall not assert or imply they have the ability to influence City action on any basis
other than the merits; and
Decisions on behalf of the City shall be made on the merits of the issue, not on any personal
considerations.
III. Nepotism
In order to prevent conflicts of interest, to avoid accusations and perceptions of biased conduct, and to maintain
the confidentiality of restricted information, employment of certain related persons by the City or within
designated City departments is not allowed. The provisions of this policy apply to persons from outside the
City workforce who are applying for employment or re-employment with the City, as well as those employees
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applying for or transferring to other positions within the City.
No person shall be appointed to an office or be employed by the City of Denton who is related to any member
of the City Council or City Manager within the third degree of affinity or consanguinity ,
and this shall apply to heads of departments in their respective departments.
In a department comprised of more than one operational division, an applicant related within the third degree
of marriage or blood to a City employee employed in that operational division will not be eligible for
employment within the same division. An applicant for a job in a department consisting of one operational
division who is related within the third degree of marriage or blood to an employee of the department will not
be eligible for employment in that department. At the discretion of the department head and with the approval
of the City Manager or designee, stricter guidelines for business reasons may be instituted as long as the reasons
are not illegal or discriminatory.
An applicant for a temporary or seasonal position within an operational division of the City may be eligible for
the position, without regards to kinship of other employees within that operational division, as long as the
period of employment does not exceed 120 days within a twelve month period.
An applicant for a job in an operational division that reports to or serves as staff liaison to a City board or
commission is ineligible for employment in that division if the applicant is related within the third degree of
marriage or blood to any member of the board.
A. Kinship
For the purposes of this policy, the following shall constitute familial relationships:
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Relationships by Blood Relationships by Marriage
rdndststndrd
3 Degree 2 Degree 1 Degree 1 Degree 2 Degree 3 Degree
Siblings Spouse
Great Parents Brother-in-law Great
(including ½ (legal or
grandparents grandparents-
Children Sister-in-law
siblings) common-law)
(includes
in-law
Great
Grandparents-
Grandparents Step Parents
adoption)
grandchildren
Great
in-law
YOU
Grandchildren Step
grandchildren-
Uncle
Grandchildren-
Children
in-law
Aunt in-law
Parents-in-
Uncle-in-law
Nephew
law
Aunt-in-law
Niece
Son-in-law
Nephew-in-
First cousin
Daughter-
law
in-law
Niece-in-law
First cousin-
in-law
B.
C. An applicant shall be required to list all relatives related within the third degree of marriage and blood
who are employed by the City, serving on the City Council, or serving on a board or commission on
their application for employment. Failure of an applicant to list all applicable relatives employed the
City or serving on a board or commission shall result in the disqualification of the applicant for which
he or she has applied.
D. No current employee may be appointed or promoted to any supervisor's span of responsibility who is
related within the third degree of marriage or blood to that supervisor.
E. In the event of promotion or marriage between two City employees, the following shall apply:
1. If the affected employees are employed in different departments or different operational divisions
of a department, those employees may remain with the City and their job positions will remain
unaffected by the marriage or promotion.
2. At the discretion of the department head, married employees may remain and work in the same
division or department provided that one is not directly reporting to the other and neither is in
the same chain of command. The affected employees may report to the same department head.
If however, the affected employees are unable to meet these criteria, then one must seek a transfer
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to another division of that department or another department. This decision shall be made and
agreed upon by those employees involved. An employee seeking a transfer will be considered
for any City position for which the employee is qualified but cannot remain in the existing
division for more than six (6) months. Qualifications being equal, the transferring employee shall
be given preferential treatment. If a suitable position cannot be found by the end of this period,
one of the two must terminate or be subject to reassignment if another position is available.
Reassignment is subject to the discretion of the City Manager and the individual's skills and
qualifications.
F. Relatives of City Council, Boards or Commissions
If employee is already employed with the City of Denton and has been employed with the City at
least six (6) months, then the employee is not required to transfer or resign upon the appointment of
a relative to City Council, a board, or commission. However, an applicant of a relative of an existing
City Council member, board member, or commission member is not eligible for employment in the
operational division, which serves as the liaison to the City Council, board, or commission.
G. Relatives of City Manager or Department Head
If employee is already employed with the City of Denton and has been employed with the City at
least six (6) months, then the employee is not required to transfer or resign upon the hiring of the City
Manager or department head who is a related to the employee within the third degree of marriage or
blood. However, the employee may not report directly to their relative.
H. If the City institutes a reorganization that changes operational divisional or departmental boundaries,
and an employee would then be working within the same operational division as, or supervising, a
member of their immediate family, one of the affected employees must transfer to another operational
division. The six (6) month period to arrange a transfer may be extended in 30-day increments with the
approval of the City Manager, the department director, and the supervisor. The extension shall not
exceed 90 calendar days. If a transfer is not possible, one of the employees will be subject to mandatory
reassignment. If this is not possible, one of the employees will be subject to dismissal. The
determination of which employee shall be reassigned or terminated will be based upon the business
interest of the operational division. For purposes of definition, immediate family applies to the second
degree of consanguinity and to the second degree of affinity.
I. Temporary and seasonal employees of the City of Denton shall be partially exempt in that two or more
members of the same family who are related within the third degree of marriage or blood may be
employed within the same operational division as long as the following apply:
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1. No more than one of the related employees may be a regular (non-temporary and non-seasonal)
employee of the operational division.
2. The related employees may not be in a direct reporting relationship with each other, a second
level report, or responsible in any manner for the scheduling, discipline, or work assignments for
each other; and,
3. The temporary and seasonal employees may not be employed by the operational division for a
period lasting longer than 120 calendar days within a twelve-month period.
IV. Gifts, Meals, and Events
A. Gifts or Favors
Employees shall neither solicit nor accept gifts or favors offered from an individual, business, or
organization due to their position with the City (See Exceptions).
A gift is defined as any tangible or intangible thing that can be reasonably inferred as benefitting the
employee and/or influencing the employee or actions. This includes but is not limited to
cash, cash equivalents, merchandise, food baskets/trays, meals, transportation, lodging, entertainment,
use of facilities or property, and discounts.
A favor is defined as performing an action, taking an action, or refraining from an action in a manner
advantageous to an employee, customer, business, or organization in a manner atypical of normal
business practices or policies. Examples include, but are not limited to, waiving charges or fees or
providing non-public information that could be used for financial or political gain.
There are a few exceptions to the gift prohibition. Employees should use their best judgement of what
meets this criteria and ask for clarification from their supervisor, Compliance, or Human Resources,
when needed.
Exceptions include:
Items offered or received at an internal, City-sponsored event hosted for employees (e.g., Benefits
and Wellness Fair);
Items included in
Marketing items of nominal value that are widely distributed via mail or at events (e.g., pens,
notepads, or keychains);
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Perishable items given by member(s) of the public or a civic organization expressing general
appreciation to a department, office, or work group.
Items received by an employee under circumstances independent of their position with the City
(e.g., received from a friend, relative, or independent business relationship); or
Discounts that are available to all City employees; see t114.01).
B. Meals
Employees shall neither solicit nor accept meals offered from an individual, business, or organization
due to their position with the City (See Exceptions). Employees shall further manage the appearance
or risk of impropriety by avoiding meals and/or social functions with individuals, businesses, or
organizations that can be reasonably inferred as benefitting the employee and/or influencing the
Limited exceptions include:
registration, and is available to all attendees;
The meal is essential to business needs or cannot be avoided in the process of performing essential
duties (each party or their organization must pay for their own meals and disclose);
The meal discount is part of a campaign that includes all City employees;
The meal is included as part of a community event where attendance by the employee is required
as part of their essential duties;
C. Events
Attendance of events must be deemed essential for training or business needs and approved by the
chain of command. Events include, but are not limited to, conferences, off-site meetings,
and trade shows. Travel and expenses should also be approved and follow the City policies for
reimbursement of expenses (408.01 and 408.03), where applicable.
Discounted or complimentary registration, transportation, meals, or lodging for events are prohibited
with the exception of:
Transportation and lodging discounts that are extended to all government employees or attendees
of the event (e.g., government hotel rate or pay for 2 get 1 free conference registration;
Meals that meet the exceptions outlined in the meals section of this policy (section II-B); or
Transportation, registration, meals, or lodging provided due to a speech or service the employee
rendered at the event (see Honorariums).
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i. Honorariums
Honorariums are defined as payment of money or anything of value for an appearance, speech or
article. State law prohibits a public servant from soliciting or accepting an honorarium if the
subject matter is directly related to the person's position with the City. This applies even if the
employee provides the speech or services on their own personal time and there is no expenditure
of public resources. The audience or organization for which the speech or services are being
provided is not a factor or exception. Discounted or complimentary transportation, meals, or
lodging are acceptable in these circumstances.
ii. Games of Chance
A game of chance is defined as any game or contest in which the outcome depends on chance,
regardless of whether there is a cost to participate (e.g., raffles, drawings, or sweepstakes). An
expense, shall not participate in games of chance or accept a prize or award from a game of chance
associated with that event. An exclusion is internal, City-sponsored events (e.g., Benefits and
Wellness Fair).
D. Disclosure
Proactive steps should be taken to inform individual
policies regarding gifts, meals, and events. Any unsolicited gifts received by an employee,
department, office, or work group that do not meet the exception criteria, are property of the City.
Every effort should be made to decline and/or return the gift to the sender or to donate the gift to an
approved organization. The sender should be contacted to express appreciation and explain the
gift policy. In addition to these gifts, any unsolicited meals that cannot be declined or that do not meet
the listed exceptions, shall be disclosed. Employees shall disclose all such gifts and meals as soon as
possible, but no longer than 3 business days, from receipt. Disclosure should be provided prior to
transporting gifts for donation.
V. Boards, Commissions, and Association Memberships
Employees serving as members of boards, commissions, or associations that have business with the City
through contract or financial support will require disclosure and approval to avoid appearance of favoritism,
impropriety, and/or conflicts of interest. Prior to serving on a board, commission, or association, an employee
must request prior approval through their department head. Disagreements with denials should be addressed
An employee who is serving on a board at the time of hire and who intends
to continue serving must also obtain approval. Before approving a request, department heads will consider the
commission, or association member
that could create a conflict or appearance of conflict of interest for either the employee or the City.
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VI. Confidential Information
Confidential information includes all information held by the City that is not available to the public under
the Texas Public Information Act.
An employee shall not use their position to obtain official information about any person or entity
for any purpose other than the performance of their essential duties.
An employee shall not intentionally, knowingly, or recklessly disclose any confidential
information gained by their position concerning the property, operations, policies or affairs of
the City. This rule does not prohibit:
1. Any disclosure that is no longer confidential by law; or
2. The confidential reporting of illegal or unethical conduct to authorities designated by law.
VII. Secondary Employment
The City of Denton shall be the primary employer for all employees for which benefits are being supplied
(excludes temporary and seasonal employees). An employee may be employed in any capacity in any other
business, trade, occupation or profession while employed by the City of Denton, so long as it is determined
that such employment does not tend to bring the City into disrepute, reflect discredit upon the employee, impair
independence of judgment, create a conflict (or appearance of a conflict of interest), or conflict with their
employment or performance as a City employee. It is the intention of this policy to protect the employee and
the City from unintended consequences from secondary employment.
The City recognizes the prerogative of its employees to pursue other employment to occupy their off-duty
hours. However, this must be balanced with the City's need for full productivity during working hours and with
loyalty from its employees.
No City time, resources, personnel, facilities, or equipment may be used in conjunction with secondary
employment, unless authorized in advance by the City Manager or designee.
Secondary employment shall not impair the employee's availability upon emergency recall by the City.
Secondary employment will not be considered an excuse for poor job performance, absenteeism, tardiness, or
refusal to work overtime. Should the secondary employment cause or contribute to any of these situations, it
must be discontinued or the employee will be subject to disciplinary action, up to and including termination
from City employment.
As the primary employer, the employee must recognize the City's need for flexibility and changing schedules
based upon the demand for services or departmental needs.
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A. External Secondary Employment
1. Prior to engaging in secondary employment, whether as an employee at another organization,
independent contractor, or self-employed, an employee must request prior approval through their
immediate supervisor and department head. An employee who is working another job at the time of
hire and who intends to continue the other employment must also obtain approval as outlined in this
section.
2.
3. Before approving a request for secondary employment, supervisors and department heads must
ensure the secondary employment does not violate City or departmental rules, policies, or procedures
or create a conflict (or appearance of a conflict of interest) for either the employee or the City.
4. If a request for secondary employment is approved, the request must be forwarded to the Human
5. Approval may be denied or withdrawn at any time by the department head, upon consultation with
the Human Resources Director or designee, when such employment violates City or departmental
rules, policies, or procedures or creates a conflict (or appearance of a conflict of interest) for the City.
The reason for denial or withdrawal must be documented in writing to the employee. Disagreements
6. Generally, approvals or denials/withdrawals should be communicated to the employee in writing
within 72 hours (excluding weekends) of receiving the Secondary Employment Approval Request
form. Delays to this timeline should be communicated to the employee.
7. An approval form is required for every job outside of the City of Denton. A review and approval
of the secondary employment is required annually. A new approval form will be required for
changes to employers, positions, or work hours for secondary employment.
8. Approval does not constitute the establishment of a joint employment relationship between the City
and any external employer.
9. If the employee accepts secondary employment without approval, the employee may be subject to
disciplinary action, up to and including dismissal from the City of Denton.
10. If an employee is injured while self-employed, working as an independent contractor, or working for
another organization
program.
11. If an employee is injured in the course and scope of employment with the City of Denton, and is
missing time from work, the employee must seek written approval from the Risk Manager or Human
Resources Director before working their secondary job (reference policy 409.01
Compensation/Salary Continuation Program, Section II. G and/or Section VI. J.2).
B. Internal Secondary Employment
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1. A regular full-time employee may have a part-time job in another department if approved by the
supervisor and department head of their full-time job and the relevant guidelines outlined in Section
A. above are followed. The full-time job is considered the primary employer. To ensure provisions
of the Fair Labor Standards Act, the Human Resources Director or designee must also approve a full-
time employee working a part-time position with the City.
2. Employees may also work more than one part-time job with the City as long as the relevant guidelines
outlined in Section A. above are followed. The job the part-time employee is hired in first is
considered the primary employer. The primary employer will be responsible for maintaining all
records for the regular part-time employee, including:
a. Status sheets - pay records
b. Allocation and transfer of charges
The secondary employer must coordinate rate of pay, hours of work, and any other relevant
information with the primary employer.
NOTE: The Police and Fire Departments have established written rules and regulations which may be more
restrictive than this policy. In such cases, those rules and regulations will supersede this policy.
VIII. Use of City Resources
Anemployee shall not use, request, or permit the use of City facilities, personnel, equipment, supplies, or
time for private purposes while on City duty (including political purposes), except:
1. Pursuant to duly adopted City policies, or
2. To the extent and according to the terms that those resources are lawfully available to the public.
See the following City policies for specific information on these resources:
IX. Use of Social Media
The City recognizes that social media have become a critical source of communication. Many, including
City employees, utilize social media to voice their opinions on both private and public concern matters.
This policy is not intended to prevent employees from making non-confidential communications that are
of a general, legitimate concern. However, employees are strongly encouraged to exercise due diligence
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and caution when utilizing social media to post communication, including but not limited to pictures,
Internet postings can be detrimental to the City.
Employees should be mindful that social media and internet postings, even when done off duty, may
cause unintended reactions from the public or consequences to the City and its officials and employees.
Guidelines for Social Media use:
Employees should effectively communicate that their postings are their own personal opinions and
do not represent the entity in which they are employed with (i.e. the City). Employees must be
truthful, courteous, and respectful toward other City employees, customers, citizens, City Officials
(e.g., City Council, Mayor);
Employees shall not harass others based on protected characteristics (e.g., race, sex, religion,
sexual orientation, gender identity, national origin, disability status, etc.); and
Employees shall not post any information that is considered confidential, sensitive, or copyrighted
to which they have access to due to their position with the City.
Employees who distribute or post communication by way of social media or other means, which has the
effect of any of the following: destroying the efficiency of City employees in performing their duties;
impairing harmony; interfering with or disrupting City operations or functions; undermining authority; or
which prevents successful service with superiors or close working relationships which are
essential to fulfill public responsibilities, or the ability for employees to perform their duties effectively,
may be subject to disciplinary action.
(109.01, Section V-B).
Any employee who believe that their First Amendment Right has been infringed upon may request an
administrative review under Section 109.01 (VI).
policy (505.03).
X. Political Activity
City employees are not restricted from using their right to vote in a City of Denton election.
Employee involvement in political campaigns does have limitations, as follows:
Solicitation policy (114.01), no employee may engage in political activity while
on duty or while wearing a City uniform;
Email Use policy (506.05), the City email system may not be used to solicit
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political causes;
Employees shall not display campaign materials on any City property, including but not limited to
vehicles and uniforms;
Employees shall not lobby on behalf of the City without prior written approval from the City
Manager, or designee;
Employees shall refrain from using their influence in any way, for or against, any candidate for
any elective office while engaged in the performance of their duties on the job.
Employees shall not accept gifts or favors for political activity relating to an item on a ballot they
participated in, provided advice relating to, or exercised authority on, while in the scope of their
City employment; and
Employees shall not engage in any conduct in relation to a political campaign which would have
the effect of destroying the efficiency of City employees, interfering with or disrupting City
operations or functions, impairing harmony, or which prevents successful service with
superiors.
Publicly endorsing a candidate, placing a yard sign on private property, wearing or distributing campaign
material, making financial contributions, or campaigning for a candidate, are permissible under City
policy so long as those activities take place while the employee is off-duty and does not include the use of
any City equipment or resources.
XI. Actions of Others
An employee shall not intentionally or knowingly assist or induce, or attempt to assist or
induce, any person to violate any provision in this Ethics policy.
An employee shall not violate the provisions of this Ethics policy through the acts of another.
XII. Reporting Unethical Conduct
If an employee witnesses or has knowledge that inappropriate, unlawful, or unethical conduct has
occurred, they have a duty to report the actions or behavior through the appropriate channels. Reports of
unethical conduct for non-civil service employees will be reviewed and processed by Human Resources
ivil service Police and Fire employees
will be reviewed and processed in accordance with Chapter 143 of the Texas Local Government Code
and, where applicable, local rules, meet and confer agreement, and departmental standard operating
procedures.
Examples of behaviors include, but are not limited to:
Theft or Misuse of City Resources;
Abuse of Position;
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Misuse of Confidential Information;
Personal Use of City-Owned Resources;
Bribery;
Whistleblowing;
Falsification of Documents;
Conflicts of Interest; or
Violations of City Procurement Policy.
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City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-603,Version:1
AGENDA CAPTION
Consultation with Attorneys - Texas Government Code Section 551.071
ConsultationwiththeCity’sattorneysaboutlegalissuesrelatedtotheuseofnon-disclosureagreementsand/or
confidentialityagreementsforeconomicdevelopmentorelectricutilityprojects.Apublicdiscussionofthese
legalissueswouldconflictwiththedutyoftheCity’sattorneystotheCityofDentonanditsCityCouncilunder
the Texas Disciplinary Rules of Professional Conduct.
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215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-623,Version:1
AGENDA CAPTION
Deliberations regarding a Personnel Matter - Under Government Code Section 551.074
Deliberate and discuss the evaluation, duties, discipline, procedures, and contracts of the City Manager and
City Attorney.
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www.cityofdenton.com
Legislation Text
File #:A17-0006d,Version:1
AGENDA CAPTION
ConductthesecondoftworeadingsandconsideradoptionofanordinanceoftheCityofDentonfora
voluntaryannexationofapproximately0.30acresoflandgenerallylocatedontheeastsideofOldAltonRoad,
south of the intersection of Old Alton Road and Teasley Lane by the City of Denton, Texas.
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City of Denton
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Denton, Texas
www.cityofdenton.com
______________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT: Department of Development Services
CM: Todd Hileman
DATE: April 10, 2018
SUBJECT
Conduct the second of two readings and consider adoption of an ordinance of the City of Denton
for a voluntary annexation of approximately 0.30 acres of land generally located on the east side
of Old Alton Road, south of the intersection of Old Alton Road and Teasley Lane by the City of
Denton, Texas.
BACKGROUND
The applicant, Yolanda Vela Vorel, on behalf of the property owner, FBA Properties, has
submitted an annexation application to voluntarily annex approximately 0.30 acres of land.
The adjacent parcel is owned by the applicant and was recently rezoned from NRMU to CM-G for
the purpose of developing a vehicle repair facility (Z17-0017). The subject site and the adjacent
parcel are both part of the same lot. Once this site is annexed and zoned, it will become part of the
planned vehicle repair facility. (Please refer to Exhibit 3, Zoning Map.)
The proposed annexation meets the following criteria for annexation as listed in Section 35.3.14
of the Denton Development Code (DDC):
It will require a connection to City public services;
It for water, sewer,
and electric services;
In reviewing the proposed annexation, staff considered the following:
1. The ability of the city to provide infrastructure and public services equal to other
comparable areas inside the city limits.
Water service is available from an 8-inch line located within the property. The nearest
Wastewater main is an 8-inch line located at the southern property line.
Transportation improvements required as a result of the proposed development of this
site will be determined after trip generation calculations have been received and
reviewed.
Any drainage improvements required in association with the development of this site
will be the responsibility of the Developer.
Any improvements due to the impact of this development will be constructed at the
Developers expense.
DME has an underground three-phase 4/0 line along the frontage of the property.
Solid Waste will add this property to existing routes when the applicant signs up for a
commercial service account.
Policing of the subject site would comply with required response times.
Fire and EMS services to the site would comply with required response times. Station
#6 is located 3 miles from the subject site.
2. The reliability, capacity, and future public cost, if any, of current and planned provisions
for community facilities, including but not limited to roads, drainage, and utilities.
The terms of the needed improvements/upgrades will be determined upon platting and
permitting and funding will be the responsibility of the developer.
3. The need and quality of land use and building controls.
The annexation of the subject property into the city will enable the use of development and
design standards in the DDC, minimizing the impacts of the proposed development on
adjacent neighborhoods.
4.
The subject property is designated as Community Mixed Use on the Future Land Use Plan.
The applicant is proposing to develop a vehicle repair facility on this site. Conformance
with the Land Use Element will be determined when the application for initial zoning is
submitted and reviewed.
5. Impact on the City, both current and long range, including at a minimum.
Anticipated impacts to the City will be minimal as noted in Items 1 to 3, above.
6. The property meets the minimum requirements for annexation in accordance with state
law.
The property complies with all minimum requirements for annexation as set forth by the
Texas Local Government Code as stated in Chapter 43, Subchapter C-1, Annexation
Procedure for Areas Exempted from Municipal Annexation Plan.
The tentative schedule for this annexation is as follows:
stnd
January 9, 2018 - City Council meeting setting the 1 and 2 public hearing dates and
authorizing the publication of notice of the public hearings - Complete
st
February 6, 2018 1 Public Hearing - Complete
nd
February 13, 2018 2 Public Hearing - Complete
March 6, 2018 First Reading of the Annexation Ordinance - Complete
March 7, 2018 Publication of the Annexation Ordinance in the newspaper - Complete
April 10, 2018 - Second Reading and Adoption of the Annexation Ordinance
PRIOR ACTION/REVIEW (Council, Boards, Commissions)
On October 17, 2017, the City Council approved a request to rezone the adjacent northern parcel
from NRMU to CM-G.
stnd
On January 9, 2018, the City Council adopted an ordinance setting the 1 and 2 public hearing
dates and authorizing the publication of notice of the public hearings.
On February 6, 2018, the first of two public hearings was held for this site.
On February 13, 2018, the second of two public hearings was held for this site.
On March 6, 2018, the first reading of the ordinance was held
STRATEGIC PLAN RELATIONSHIP
-oriented road map that will help the City achieve
its vision. The foundation for the plan is the five long-term Key Focus Areas (KFA):
Organizational Excellence; Public Infrastructure; Economic Development; Safe, Livable, and
Family-Friendly Community; and Sustainability and Environmental Stewardship. While
individual items may support multiple KFAs, this specific City Council agenda item contributes
most directly to the following KFA and goal:
Related Key Focus Area: Economic Development
Related Goal: 3.4 Encourage development, redevelopment, recruitment, and
retention
EXHIBITS
1. Agenda Information Sheet
2. Site Location Map
3. Zoning Map
4. Staff Presentation
5. Draft Ordinance
Respectfully submitted:
Scott McDonald
Director of Development Services
Prepared by:
Cindy Jackson, AICP
Senior Planner
A17-0006
Site Location
0100200400
Feet
SITECOD
µ
ETJ
Parcels
NAA 8/1/20
Roads
Date: 11/21/2017
The City of Denton has prepared maps for departmental use. These are not official maps of the City of Denton and should not be used for legal, engineering or surveying purposes but rather
for reference purposes. These maps are the property of
the City of Denton and have been made available to the public based on the Public Information Act. The City of Denton makes every effort to produce and publish the most current and accurate
information possible. No warranties, expressed or
implied, are provided for the data herein, its use, or its interpretation. Utilization of this map indicates understanding and acceptance of this statement.
A17-0006
Zoning Map
RD-5X
CM-G
NRMU
NR-4
IC-E
NR-2
ETJ
0100200400
Feet
SITECM-GIC-ENR-4
µ
ETJNR-2NRMU
Parcels
RD-5X
Roads
Date: 11/21/2017
The City of Denton has prepared maps for departmental use. These are not official maps of the City of Denton and should not be used for legal, engineering or surveying purposes but rather
for reference purposes. These maps are the property of
the City of Denton and have been made available to the public based on the Public Information Act. The City of Denton makes every effort to produce and publish the most current and accurate
information possible. No warranties, expressed or
implied, are provided for the data herein, its use, or its interpretation. Utilization of this map indicates understanding and acceptance of this statement.
City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-627,Version:1
AGENDA CAPTION
Consider adoption of an ordinance of the City of Denton, Texas, approving amendment no. 1 to an interlocal
cooperation agreement between the City of Denton and Denton County, Texas, regarding the construction of
certain bicycle roadway accommodations within the streets or roadways, located within the municipal limits of
the City and Denton County Commissioner’s Precinct #1; terminating the agreement; and providing an
effective date.
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_____________________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT: Capital Projects
CM/ DCM/ ACM: Mario Canizares
DATE: April 10, 2018
SUBJECT
Consider adoption of an ordinance of the City of Denton, Texas approving amendment No.1 to an Interlocal
Cooperation Agreement between the City of Denton and Denton County, Texas, regarding the construction
of certain bicycle roadway accommodations within the streets or roadways, located within the Municipal
limits of the City of Denton County Commissioner’s Precinct #1; terminating the agreement; and providing
an effective date.
BACKGROUND
In November 2011, City Council at the time had approved an ordinance to execute an Interlocation
Cooperation Agreement (ICA) between the City and the County to construct bicycle accommodations
along street/roadway within the municipal limits of the City and Denton County Commissioner Precinct
No. 1. The agreement was fully executed on December 20, 2011, following which a bicycle project along
Pennsylvania Avenue was identified in Precinct No. 1.
After the agreement was executed, staff began working on this project and as part of the overall outreach,
informed the residents in the Southridge neighborhood regarding the proposed bicycle project along
Pennsylvania Avenue. After gathering input from the community, it was clear that the proposed project
was not supported by the residents in the neighborhood. As such, the proposed bicycle project along
Pennsylvania Avenue was terminated and the money allocated for this project was not spent.
Subsequently, staff identified another project along Hercules Lane which was within Precinct No. 1 and is
supported by the community. As such, the previous ICA between the City and the County (executed in
2011) has to be terminated and a new ICA between the City and the County has to be executed. Staff
recommends the Council approve amendment No. 1 to the ICA which will terminate the existing ICA
between the City and the County.
OPTIONS
1.Approve Amendment No. 1 to an Interlocal Cooperation Agreement between the City of Denton
and Denton County, Texas, regarding the construction of certain bicycle roadway accommodations
within the streets or roadways, located within the Municipal limits of the City of Denton County
Commissioner’s Precinct #1; terminating the agreement
2.Decline to approve Amendment No. 1 to an Interlocal Cooperation Agreement, which will withhold
the City from reallocating these funds to another project thus rejecting the county funding, and
possibly funding the other project with local funds.
RECOMMENDATION
Option 1 - Staff recommends the Council approve Amendment No. 1 to an Interlocal Cooperation
Agreement between the City of Denton and Denton County, Texas, regarding the construction of certain
bicycle roadway accommodations within the streets or roadways, located within the Municipal limits of the
City of Denton County Commissioner’s Precinct #1; terminating the agreement
PRIOR ACTION/REVIEW (Council, Boards, Commissions)
The Traffic Safety Committee considered this item at the April meeting and recommends Option 1 (4-0)
for approval of this Termination Agreement.
STRATEGIC PLAN RELATIONSHIP
The City of Denton’s Strategic Plan is an action-oriented road map that will help the City achieve its vision.
The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence;
Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and
Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this
specific City Council agenda item contributes most directly to the following KFA and goal:
Related Key Focus Area: Public Infrastructure
Related Goal: 2.2 Enhance connectivity and seek solutions to improve mobility
EXHIBITS
1.AIS
2.Ordinance and Amendment
Respectfully submitted:
Todd Estes, P.E.
Director of Capital Projects/ City Engineer
Prepared by:
Pritam Deshmukh
Senior Engineer – Traffic
City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-339,Version:1
AGENDA CAPTION
ConsideradoptionofanordinanceoftheCityofDenton,Texas,authorizingtheCityManager,orhisdesignee,
toexecuteaninterlocalcooperationagreementwithDentonCounty,Texasforbicycleroadway
accommodationsonHerculesLanefromShermanDrivetoStuartRoadinanamountnottoexceedfifty
thousanddollarsandno/100($50,000.00);authorizingtheexpenditureoffundsthereof;andprovidingan
effective date.
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_____________________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT: Capital Projects
CM/ DCM/ ACM: Mario Canizares
DATE: April 10, 2018
SUBJECT
Consider adoption of an ordinance of the City of Denton, Texas authorizing the City Manager to execute
an Interlocal Cooperation Agreement with Denton County, Texas for Bicycle Roadway Accommodations
on Hercules Lane from Sherman Drive to Stuart Road for receiving funding of $50,000, with a local
match of $50,000, for a total project cost of $100,000; authorizing the expenditure of funds; and providing
an effective date.
BACKGROUND
In November 2011, City Council at the time had approved an ordinance to execute a previous version of
this agreement between the City and the County to construct bicycle accommodations along street/roadway
within the municipal limits of the City and Denton County Commissioner Precinct No. 1. The agreement
was fully executed on December 20, 2011, following which a bicycle project along Pennsylvania Avenue
was identified in Precinct No. 1. This project was not supported by the neighborhood and hence was
discarded.
Subsequently, staff identified another project along Hercules Lane which was within Precinct No. 1 and is
supported by the community. As such, the previous ICA between the City and the County (executed in
2011) has to be terminated and a new ICA between the City and the County has to be executed.
The City of Denton has an adopted Bicycle Master Plan which has identified several potential projects
aimed at improving the accommodation of bicycles on the existing roadway system. One of the projects
included in the Master Plan is the installation of bicycle accommodation on Hercules Lane between Locust
Street and Sherman Drive. The project extents are shown on Exhibit 4.
Denton County Precinct No. 1 has offered the City $50,000 in funds towards the implementation of
increased bicycle accommodation on Hercules Lane if the City agrees to a similar contribution. The ICA
reflecting the agreement to pursue this accommodation is included herein as Exhibit 3.
OPTIONS
1.Approve the Interlocal Cooperation Agreement, accepting the $50,000 of County funding, with a
local match of $50,000, for the bicycle project (total of $100,000).
2.Decline to approve the agreement, rejecting the County funding for the bicycle project, and
possibly fund the entire project with local funds.
RECOMMENDATION
Option 1 - Staff recommends the Council authorize the City Manager to execute the Interlocal
Cooperation Agreement with the County, and authorize staff to proceed with design and construction of
the project.
ESTIMATED SCHEDULE OF PROJECT
Approximately 12 months for design and construction of the bicycle facilities.
PRIOR ACTION/REVIEW (Council, Boards, Commissions)
The Mobility Committee and the Traffic Safety Committee were briefed on the status of this project at a
joint meeting in September 2014; neither body had any objections to pursuing the project in the manner
described. Subsequently, the Traffic Safety Committee considered this item at the April meeting and
recommends Option 1 (4-0) for approval of executing this agreement.
FISCAL INFORMATION
Execution of the ICA would require a local match of $50,000 from the City of Denton, which is proposed
to be funded from the Bike Fund.
STRATEGIC PLAN RELATIONSHIP
The City of Denton’s Strategic Plan is an action-oriented road map that will help the City achieve its vision.
The foundation for the plan is the five long-term Key Focus Areas (KFA): Organizational Excellence;
Public Infrastructure; Economic Development; Safe, Livable, and Family-Friendly Community; and
Sustainability and Environmental Stewardship. While individual items may support multiple KFAs, this
specific City Council agenda item contributes most directly to the following KFA and goal:
Related Key Focus Area: Public Infrastructure
Related Goal: 2.2 Enhance connectivity and seek solutions to improve mobility
EXHIBITS
1.AIS
2.Ordinance
3.Local Transportation Project Advance Funding Agreement
4.Location map
Respectfully submitted:
Todd Estes
Director of Capital Projects
Prepared by:
Pritam Deshmukh
Senior Engineer – Traffic
City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-607,Version:1
AGENDA CAPTION
Consideradoptionofanordinanceauthorizingthesettlementoflitigationstyled CityofDenton,Texasv.
RTS&M,LLC,etal.,CauseNo.PR-2014-00492,currentlypendingintheProbateCourtofDentonCounty,
Texas,regardingtheacquisitionoffeeandeasementinterestsrequiredforthewideningofMayhillRoadinthe
settlementamountofTwoMillionFiveHundredThousandDollarsandno/cents($2,500,000.00);authorizing
theCityManagerandCityAttorneytoeffectuatethesettlement;authorizingtheexpenditureoffundstherefor;
providing a savings clause; and providing an effective date.
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City Hall
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215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-637,Version:1
AGENDA CAPTION
ConsiderapprovalofaresolutionoftheCityCounciloftheCityofDenton,TexascreatingtheAd-Hoc
DevelopmentCodeReviewCommitteetoconsiderandadvisetheCityCouncilwhetherandinwhatmannerto
revisethecurrentDentonDevelopmentCode;ratifyingallactionstakenbytheDentonDevelopmentCode
ReviewAd-HocCommitteeprecedingthepassageandapprovalofthisresolution;providingforaneffective
date and providing a sunset date.
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_____________________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT: Department of Development Services
CM: Todd Hileman
DATE: April 10, 2018
SUBJECT
Consider approval of a resolution of the City Council of the City of Denton, Texas creating the Ad Hoc
Development Code Review Committee to consider and advise the City Council whether and in what manner
to revise the current Denton Development Code; ratifying all actions taken by the Ad Hoc Development
Code Review Committee preceding the passage and approval of this resolution; providing for an effective
date and providing a sunset date.
BACKGROUND
During the April 10, 2018, City Council Work Session, City Council was presented with information that
related to a previously created Ad Hoc Development Code Review Committee and a proposed resolution
that would approve the formal creation of the Development Code Review Committee. As presented during
the Work Session, this new Ad Hoc Development Code Review Committee would be assigned the task of
advising the City Council whether and in what manner to revise the current Denton Development Code
During the Work Session, staff presented a proposed resolution to create the Development Code Review
Committee, to be structured as follows:
6 Committee Members:
3 Committee Members will be current Council Members, of which one (1) will serve as the
Committee Chairperson and;
3 Committee Members will be current Planning and Zoning Commission Members.
The Chairperson will be elected by a majority vote of the Development Code Review Committee
and shall be a voting member.
Subcommittees may be created but shall not consist of more than two (2) members of the
Development Code Review Committee, who will make recommendations to the entire Denton
Development Code Review Committee.
Chairperson shall appoint the chair and all members of each subcommittee.
Subcommittee recommendations can only be passed unanimously by the subcommittee members.
Any matters not addressed in the resolution will be governed by the “City of Denton Handbook for
Boards, Commissions and Council Committees.”
Creation of the Development Code Review Committee will be made effective immediately upon
passage of the resolution.
The Development Code Review Committee will cease to have any force or effect after December
31, 2018 unless otherwise extended or amended by City Council three (3) months prior to the sunset
date.
The charge of the Development Code Review Committee will be to consider and advise the City Council
of Denton whether and in what manner to revise the current Development Code and accompanying Zoning
Maps.
Since the Ad Hoc Development Code Review Committee has already met, discussed and taken action in
reviewing the proposed Denton Development Code amendments presented by Clarion Associates and by
City Staff, it is recommended that the City Council consider ratifying the Committee’s actions occurring
prior to the passage and adoption of this resolution.
RECOMMENDATION
Deny the creation of the Development Code Review Committee;
Approve the proposed draft resolution creating the Development Code Review Committee, as evidenced
in Exhibit 2; or
Approve the creation of a Development Code Review Committee AND propose an alternative structure
and scope, from that proposed in Exhibit 2, for the Development Code Review Committee.
PRIOR ACTION/REVIEW (Council, Boards, Commissions)
The proposed draft resolution has been included as Exhibit 2. Having been previously discussed in the
Work Session, this resolution (or a variation of the same as may be directed by City Council) is being
presented as an Item for Individual Consideration on the Council’s April 10, 2018 Regular Meeting agenda.
EXHIBITS
1.Agenda Information Sheet
2.Proposed Draft Resolution
Respectfully submitted:
Scott A. McDonald
Director of Development Services /
Chief Building Official
City Hall
City of Denton
215 E. McKinney St.
Denton, Texas 76201
www.cityofdenton.com
Legislation Text
File #:ID 18-625,Version:1
AGENDA CAPTION
ConsiderandappointamembertoreplaceMayorProTemSaraBagheriontheDevelopmentCodeReview
Committee.
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_____________________________________________________________________________________
AGENDA INFORMATION SHEET
DEPARTMENT: Department of Development Services
CM: Todd Hileman
DATE: April 10, 2018
SUBJECT
Consider and appoint a member to replace Mayor Pro Tem Sara Bagheri on the Development Code Review
Committee.
BACKGROUND
Mayor Pro Tem Bagheri was elected At Large Place 6 in 2016 to serve her first term on City Council, she
was then elected as Mayor Pro Tem in May 2017. Bagheri will term out in May 2018, she has subsequently
requested to have her place filled by another Council Member as she will no longer be eligible to serve on
the Development Code Review Committee.
EXHIBITS
1. Agenda Information Sheet
Respectfully submitted:
Scott A. McDonald
Director of Development Services /
Chief Building Official